“A manager is responsible for the application and performance of knowledge.”

—  Peter F. Drucker

Last update Oct. 9, 2022. History

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Peter F. Drucker 180
American business consultant 1909–2005

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“Management is not people, it is an activity like walking, reading, swimming or running. People who perform management can be designated as managers members of management, or executive leaders.
In addition, management is a distinct activity. It can be studied, knowledge about it obtained, and skill in its application acquired.”

George R. Terry (1909–1979)

Source: Principles of Management, 1960, p. 6 (6th ed. 1971)

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“A manager of people needs to understand that all people are different. This is not ranking people. He needs to understand that the performance of anyone is governed largely by the system that he works in, the responsibility of management.”

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“If these responsibilities were applied to the total organization, they might reflect the job description of the general manager. This analogy between project and general managers is one of the reasons why future general managers are asked to perform functions that are implied, rather than spelled out, in the job description.”

Harold Kerzner (1940) American engineer, management consultant

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“[[Management] has authority only as long as it performs.”

Peter F. Drucker (1909–2005) American business consultant

Source: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 301

“This book undertakes the study of management by utilizing analysis of the basic managerial functions as a framework for organizing knowledge and techniques in the field. Managing is defined here as the creation and maintenance of an internal environment in an enterprise where individuals, working together in groups, can perform efficiently and effectively towards the attainment of group goals. Managing could, then, be called ""performance environment design."" Essentially, managing is the art of doing, and management is the body of organized knowledge which underlies the art.
Each of the managerial functions is analyzed and described in a systematic way. As this is done, both the distilled experience of practicing managers and the findings of scholars are presented., This is approached in such a way that the reader may grasp the relationships between each of the functions, obtain a clear view of the major principles underlying them, and be given the means of organizing existing knowledge in the field.
Part 1 is an introduction to the basis of management through a study of the nature and operation of management principles (Chapter 1), a description of the various schools and approaches of management theory (Chapter 2), the functions of the manager (Chapter 3), an analytical inquiry into the total environment in which a manager must work (Chapter 4), and an introduction to comparative management in which approaches are presented for separating external environmental forces and nonmanagerial enterprise functions from purely managerial knowledge (Chapter 5)…”

Harold Koontz (1909–1984)

Source: Principles of management, 1968, p. 1 (1972 edition)

“The applications of knowledge, especially mathematics, reveal the unity of all knowledge. In a new situation almost anything and everything you ever learned might be applicable, and the artificial divisions seem to vanish.”

Richard Hamming (1915–1998) American mathematician and information theorist

Methods of Mathematics Applied to Calculus, Probability, and Statistics (1985)

“The Competent Manager: A Model for Effective Performance offers an empirical, total system approach that determines which characteristics of managers enable them to be effective in various management jobs.”

Richard Boyatzis (1946) American business theorist

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Competent manager (1982)

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“All knowledge is acquired through the application of reason and has a physical basis.”

Nayef Al-Rodhan (1959) philosopher, neuroscientist, geostrategist, and author

Source: Sustainable History and the Dignity of Man (2009), p.28

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“The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.”

Peter F. Drucker (1909–2005) American business consultant

Source: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 343

“Models of management sometimes come from task and function analyses of management jobs. Someone studies what managers do, or what duties and responsibilities they are expected to perform, and then develops a model or image of what competent management is (Mintzberg, 1973). Typically, task and function analyses result in detailed descriptions of what activities must be performed in the job. Often these are not arrayed in any order of importance or relevance to the particular job or to the desired output from someone performing the job. Such models have been tested, in that systematic research is conducted to determine if the dentified activities are part of the job. Unfortunately, models based on task or function analysis focus on the job and do not address the person in the job. In doing so, the models include many specific and detailed descriptions of activities, but no mention is made of the characteristics that enable or increase the likelihood of a person performing those activities. These models do not establish a casual link between characteristics of people and performance in a job.”

Richard Boyatzis (1946) American business theorist

Source: Competent manager (1982), p. 7-8.

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