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The Effective Executive: The Definitive Guide to Getting the Right Things Done (Anglais) Broché – 3 janvier 2006

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Descriptions du produit

Présentation de l'éditeur

What makes an effective executive?

The measure of the executive, Peter F. Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.

Drucker identifies five practices essential to business effectiveness that can, and must, be learned:
  • Managing time
  • Choosing what to contribute to the organization
  • Knowing where and how to mobilize strength for best effect
  • Setting the right priorities
  • Knitting all of them together with effective decision-making

Ranging widely through the annals of business and government, Peter F. Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations.

Quatrième de couverture

What makes an effective executive?

For decades, Peter F. Drucker has been widely regarded as “the dean of this country’s business and management philosophers” (Wall Street Journal). In this concise and brilliant work, he looks to the most influential position in management—the executive.

The measure of the executive, Drucker reminds us, is the ability to “get the right things done.” This usually involves doing what other people have overlooked and avoiding what is unproductive. In an executive position, intelligence, imagination, and knowledge may all be wasted without the acquired habits of mind that mold them into results.

Drucker identifies five practices essential to business effectiveness that can—and must—be mastered:

  • Managing time
  • Choosing what to contribute to the organization
  • Knowing where and how to mobilize strength for best effect
  • Setting the right priorities
  • Knitting all of them together with effective decision-making

Ranging across the annals of business and government, Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations.

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Format: Broché Achat vérifié
Ayant déjà lu de multiples articles de sa part dans le HBR, on reconnais bien sa patte et tout l'intérêt qu'il peut apporter de part son analyse et son expérience. A lire (et probablement relire plusieurs fois pour que certains points deviennent des réflexes).
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Par Robin le 20 juillet 2012
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J'ai été déçu par ce livre. Je m'attendais à un livre plus intéressant, à apprendre plus de choses sur l'efficacité au travail. Au final je n'en retiens pas grand chose à utiliser.
Peut-être suis-je passé à côté de l'esprit de ce livre?
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Par SL le 2 décembre 2016
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Must-read if you have a managerial position in a company.
Useful tactics and strategies to deal with employees daily management.
Good insights on corporate policy design.
Lots of insights, well illustrated by precise examples.
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Commentaires client les plus utiles sur Amazon.com (beta)

Amazon.com: 4.6 étoiles sur 5 317 commentaires
17 internautes sur 17 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 How and why, “like every other discipline, effectiveness can be learned and must be earned 13 janvier 2012
Par Robert Morris - Publié sur Amazon.com
Format: Broché Achat vérifié
Note: Amazon continues to feature reviews of earlier editions. What immediately follows is my review of the 50th anniversary edition published today, January 24, 2017. What then follows is my review of an earlier edition.
* * *

This is the 50th anniversary edition of a book first published in 1967. Jim Collins provides the Foreword and Zachary First the Afterword. In my opinion, Peter Drucker (1909-2005) is the most influential business thinker as indicated by the endless list of other thought leaders who continue to acknowledge his value and significance to their own work. He always insisted on referring to himself as a “student” or “bystander.” With all due respect to his wishes, I have always viewed him as a pioneer who surveyed and defined dimensions of the business world that no one else had previously explored.

Consider this passage in the Foreword: “Here are ten lessons I learned from Peter Drucker and this book, and that I offer as a small portal of entry into the mind of the greatest management thinker off all time.” These are the lessons that Collins cites and discusses:

1. First, manage thyself.
2. Do what you’re made for.
3. Work how you work best (and let others do the same).
4. Count your time, and make it count.
5. Prepare better meetings.
6. Don’t make a hundred decisions when one will do.
7. Find your one big distinctive impact.
8. Stop what you would not start.
9. Run lean.
10. Be useful.

“He was in the end, Collins adds, "the highest level of what a teacher can be: a role model of the very ideas he taught, a walking testament to his teachings in the tremendous lasting effect of his own life.”

As was true of Collins and will be true 0f everyone else who reads one of the several editions, they will have their own take-aways. Drucker provides a framework in the Introduction, stressing while discussing the importance of eight specific practices that all great business and non-profit CEOs are committed to, such as asking “What needs to be done?” and “What is right for the enterprise?” The first two enable them to obtain the information they need.

The next four help them to convert this knowledge into effective action:

3. Develop action plans.
4. Take responsibility for decisions [and their consequences].
5. Take responsibility for communicating.
6. Are focused on opportunities rather on problems.

The last two ensure that the entire organization feels responsible and accountable

7. Run productive meetings.
8. Think and feel “we” rather than “I.”

Yes, these are basic and obvious practices but they were not five decades ago. Until Drucker, thinking about management lacked order, structure, clarity, and focus. Borrowing a phrase from Oliver Wendell Holmes, Drucker developed thinking about management to “the other side of complexity.” To paraphrase, Albert Einstein, Drucker made management “as simple as possible but no simpler.”

In the Introduction Peter Drucker concludes, “We’ve just covered eight practices of effective executives. I’m going to throw in one final, bonus practice. This one’s so important that I’ll elevate it to the level of a rule: [begin italics] Listen first, speak last [end italics]”...And, like every discipline, effectiveness [begin italics] can [end italics] and [begin italics] must [end italics] be earned.”

The title of this review is a portion of one of Peter Drucker's most important insights: "The most serious mistakes are not being made as a result of wrong answers. The true dangerous thing is asking the wrong question."

* * *

I first read this book when it was originally published in 1967 and have since re-read it several times because, in my opinion, it provides some of Peter Drucker's most important insights on how to "get the right work done and done the right way." By nature an "executive" is one who "executes," producing a desired result (an "effect") that has both impact and value. As Drucker once observed in an article that appeared in Harvard Business Review at least 40 years ago, "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." Therefore, the effective executive must develop sound judgment. Difficult - sometimes immensely difficult - decisions must be made. Here are eight practices that Drucker recommended 45 years ago:

o Ask, "what needs to be done?"
o Ask, "What is right for the enterprise?"
o Develop an action plan
o Take responsibility for decisions.
o Take responsibility for communications.
o Focus on opportunities rather than on problems.
o Conduct productive meetings.
o Think in terms of first-person PLURAL pronouns ("We" rather than "I").

The first two practices give executives the knowledge they need; the next four help them convert this knowledge into effective action; the last two ensure that the entire organization feels responsible and accountable, and will thus be more willing to become engaged. "I'm going to throw in one final, bonus practice. This one's so important that I'll elevate it to the level of a rule: [begin italics] Listen first, speak last." [end italics]

This volume consists of eight separate but interdependent essays that begin with "Effectiveness Can Be Learned" and conclude with "Effective Decisions." Actually, there is a "Conclusion" in which Drucker asserts that "Effectiveness Must Be Learned." I agree. The essays are arranged in a sequence that parallels a learning process that prepares an executive to "assume responsibility, rather than to act the subordinate, satisfied only if he `pleases the boss.' In focusing himself and his vision on contribution the executive, in other words, has to think through purposes and ends rather than means alone."

I highly recommend this to all executives who need an easy-to-read collection of reminders of several basic but essential insights from one of the most important business thinkers, Peter Drucker. I also presume to suggest that they, in turn, urge each of their direct reports to obtain a copy and read it. The last time I checked, Amazon sells a paperbound edition for only $11.55. Its potential value is incalculable.
8 internautes sur 8 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Great advice on executive effectiveness 4 avril 2009
Par Emil B - Publié sur Amazon.com
Format: Broché Achat vérifié
You know you read the writing of great thinker when the line of text in front of you is simple and yet powerful. Peter Drucker writes like that. The Effective Executive is one of those books that wake up your intellect: simple, unpretentious, direct, based on experience and well practiced art of detecting underlying principles hiding behind our mundane tasks.

Effective managers, according to Peter, follow eight principles:
- Ask "what needs to be done?"
- Ask "what is right?"
- Develop action plans
- Take responsibility for decisions
- Take responsibility for communicating
- Focus on opportunity rather than problem
- Run productive meetings
- Think and say "we" rather than "I"

I like for instance how he describes the taking of responsibility for decisions: a decision has not been made until people know: the name of the person accountable for carrying it out, the deadline, the names of the people who will be affected by it, and the names of the people who will be informed. Simple, isn't it?

A penetrating observation is that in large organisations people tend to be absorbed by what happens inside its boundaries and by perfecting a process regardless of the outside world. The removal of the executive from the customer base is fatal in the long run.

Other thought that I liked is that the effective executive does not make decisions by consensus, but by what is right, even if the decision is not popular. The executive makes a few decisions, but powerful, rather than many razzle-dazzle decisions.

I have this book handy, so that when I have time, I choose to read randomly a page or two. It's like doing meditation. It is simple, elegant and very sharp. I recommend this book to anyone interested in the subject.
4 internautes sur 4 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Still relevant after 40 years - Effectiveness is habit 2 mai 2009
Par Amzn Shopper - Publié sur Amazon.com
Format: Broché Achat vérifié
I have taught this book in a dozen university courses. It remains a classic for understanding effectiveness in organizations and specifically "how to manage oneself".

Even after 40 years, the book remains relevant. Most of my students, predominantly in their 20s, feel that the book is relevant for today. The examples are a bit dated and the use of the male pronoun throughout is awkward. Nonetheless those minor flaws are far outweighed with systematic writing and practical insight.

For Drucker, effectiveness is habit, a set of practices that can (and must) be learned. It is neither a skill, nor is it knowledge. Instead it is a set of simple practices which simply must be engaged in regularly. Drucker frees us from the idea that effective people are born, have a talent or temperament for effectiveness.

Effectiveness is "getting the right things done". This is very different from efficiency, which is merely "doing things right". Effectiveness is the key to the growth of the entrepreneurial economy.

The five habits of effectiveness are: 1) knowing where your time goes, 2) focus on outward contribution, 3) build on strengths, 4) concentrate on a few areas that produce outstanding results, and 5) make effective decisions.

Drucker walks through these habits in a highly engaging writing style. He explains and illustrates the habits and provides practical information based on his experience with dozens of executives over decades.

While many of Drucker's books are excellent, this is possibly the one that is most widely applicable for anyone who seeks to become more effective and to manage themselves for effectiveness.
3 internautes sur 3 ont trouvé ce commentaire utile 
3.0 étoiles sur 5 Good but tough to read 29 juin 2016
Par Mangesh Kale - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
Unnecessarily ornate language. Old references. Overall good though.

Some effort to extract content from words. Need to interpret and play in your own mind before you get what the author wants to say
1 internautes sur 1 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Still fresh after all these years 7 juillet 2013
Par Wayne Lobb - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
Some language and examples are dated, but the observations and techniques remain completely relevant. For example:
- First- and second-level managers nowadays usually don't know anywhere near as much as their people about the job's true challenges and solutions.
- It rarely works to try to make a person something that he/she simply is not. Capitalize on people's skills instead of trying to manufacture skills in them.
- If a person has a major weakness in his role, don't try to fix the situation by splitting the role with another person who has complementary skills and weaknesses. Both will struggle. Things will most likely worsen.
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