Peter F. Drucker: Quotes about people

Peter F. Drucker was American business consultant. Explore interesting quotes on people.
Peter F. Drucker: 360 quotes57 likes

“And no matter how serious an environmental problem the automobile poses in today's big city, the horse was dirtier, smelled worse, killed and maimed more people, and congested the streets just as much.”

Peter F. Drucker

Source: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 317

“A manager's task is to make the strengths of people effective and their weakness irrelevant - and that applies fully as much to the manager's boss as it applies to the manager's subordinates”

Peter F. Drucker

Source: 1990s and later, Managing for the Future: The 1990's and Beyond (1992), p. 139

“People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.”

Peter F. Drucker

“The problem in my life and other people's lives is not the absence of knowing what to do but the absence of doing it.”

Peter F. Drucker

“Morale in an organization does not mean that "people get along together"; the test is performance not conformance.”

Peter F. Drucker book Effective Executive

The Effective Executive (1966)
1960s - 1980s

“People in any organization are always attached to the obsolete - the things that should have worked but did not, the things that once were productive and no longer are.”

Peter F. Drucker

“Management is about human beings. Its task is to make people capable of joint performance, to make their strengths effective and their weaknesses irrelevant.”

Peter F. Drucker book The Essential Drucker

Source: The Essential Drucker

“Knowing Yourself …We also seldom know what gifts we are not endowed with. We will have to learn where we belong, what we have to learn to get the full benefit from our strengths, where our weaknesses lie, what our values are. We also have to know ourselves temperamentally: "Do I work well with people, or am I a loner? What am I committed to? And what is my contribution?"”

Peter F. Drucker

Managing Knowledge Means Managing Oneself Leader to Leader, No. 16 (Spring 2000)
1990s and later

“It does not follow from the separation of planning and doing in the analysis of work that the planner and the doer should be two different people. It does not follow that the industrial world should be divided into two classes of people: a few who decide what is to be done, design the job, set the pace, rhythm and motions, and order others about; and the many who do what and as they are told.”

Peter F. Drucker

Source: 1930s- 1950s, The Practice of Management (1954), p. 284

“This society in which knowledge workers dominate is in danger of a new "class conflict" between the large minority of knowledge workers and the majority of workers who will make their livings through traditional ways, either by manual work… or by service work. The productivity of knowledge work - still abysmally low - will predictably become the economic challenge of the knowledge society. On it will depend the ability of the knowledge society to give decent incomes, and with them dignity and status, to non knowledge people.”

Peter F. Drucker

Source: 1990s and later, Managing in a Time of Great Change (1995), p. 205

“A manager sets objectives - A manager organizes - A manager motivates and communicates - A manager, by establishing yardsticks, measures”

Peter F. Drucker

A manager develops people.
Source: 1930s- 1950s, The Practice of Management (1954), p. 344

“The moment people talk of "implementing" instead of "doing," and of "finalizing" instead of "finishing," the organization is already running a fever.”

Peter F. Drucker

Source: 1930s- 1950s, Landmarks of Tomorrow: A Report on the New 'Post-Modern' World (1959), p. 94

“A man should never be appointed into a managerial position if his vision focuses on people's weaknesses rather than on their strengths.”

Peter F. Drucker

Source: 1930s- 1950s, The Practice of Management (1954), p. 157

“…what's absolutely unforgivable is the financial benefit top management people get for laying off people. There is no excuse for it. No justification. This is morally and socially unforgivable, and we will pay a heavy price for it.”

Peter F. Drucker

A cantankerous interview with Peter Drucker, Wired (August 1996)
1990s and later

“That people even in well paid jobs choose ever earlier retirement is a severe indictment of our organizations -- not just business, but government service, the universities. These people don't find their jobs interesting.”

Peter F. Drucker

The Shape of Things to Come: An Interview with Peter F. Drucker Leader to Leader, No. 1 (Summer 1996)
1990s and later

“One of the great movements in my lifetime among educated people is the need to commit themselves to action. Most people are not satisfied with giving money; we also feel we need to work. That is why there is an enormous surge in the number of unpaid staff, volunteers. The needs are not going to go away. Business is not going to take up the slack, and government cannot.”

Peter F. Drucker

&quot;New Priorities&quot; Dancing Toward The Future, Context Institute http://www.context.org/, (1992) <br class="br">1990s and later

“I would hope that American managers - indeed, managers worldwide - continue to appreciate what I have been saying almost from day one: that management is so much more than exercising rank and privilege, that it is much more than "making deals."”

Peter F. Drucker

Management affects people and their lives.
Source: 1990s and later, Managing in a Time of Great Change (1995), p. 351

“We will have to learn to lead people rather then to contain them.”

Peter F. Drucker

Source: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), p. 30

“One reason for the tremendous increase in health-care costs in the U. S. is managerial neglect of the "hotel services" by the people who dominate the hospital, such as doctors and nurses.”

Peter F. Drucker

Source: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 2, p. 539