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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.

Biographie de l'auteur

Peter F. Drucker is considered the most influential management thinker ever. The author of more than twenty-five books, his ideas have had an enormous impact on shaping the modern corporation. Drucker passed away in 2005.

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Par SL le 2 décembre 2016
Format: Broché Achat vérifié
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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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
Format: Broché Achat vérifié
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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Commentaires client les plus utiles sur Amazon.com (beta)

Amazon.com: 4.7 étoiles sur 5 292 commentaires
5.0 étoiles sur 5 More should be readers of his many works. 29 juillet 2014
Par Speakerguru - Publié sur Amazon.com
Format: Broché Achat vérifié
I was aghast when learning that at the end of war in the Pacific, Gen. Douglas Mac Arthur offered to bring two men to Japan so the system of business for the Japanese would rise and be more like the USA and other commerce versus the empire style that had taken their nation over. Peter Drucker was one of them.
Prior to learning this fact, I had read much from Drucker in College and was encouraged in every count of his work. Seems that it so effected the Japanese who soon became known in business and manufacturing around the world.
I have contracted work and projects for many corporations but never enjoyed "the Ivory Tower" type versus the ones where management lunch with the workers in the cafeteria and not only 'rub elbows' but often inquire about the work and area they work in. It matches my experience in that "humble" people on the work floor often can suggest or pick out a problem that is then resolved to everyone's benefit. "Collaborative Enterprise" is an area of what I leaned and used successfully. That and respect for other at all levels made my career better and Peter Drucker helped myself and many others as evidenced in global business.
1 internautes sur 1 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 "The true dangerous thing is asking the wrong question." Peter Drucker 13 janvier 2012
Par Robert Morris - Publié sur Amazon.com
Format: Broché Achat vérifié
Note: 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.
5.0 étoiles sur 5 Must read and valuable insights 11 juillet 2016
Par Diana Cheung - Publié sur Amazon.com
Format: Format Kindle Achat vérifié
This book gives you a very clear understanding of the effective executive. The making, learning and training of him or her. The defining of the EE, how to identify, analyze, decide, improve, develop the traits and behavior of this EE. Great many cases in support of giving you the picture and how it affects the organization, process and outcome.
I would recommend this to anybody who wants to take responsibility over his or her decision making, critical thinking and leadership knowledge and skills.
1 internautes sur 1 ont trouvé ce commentaire utile 
5.0 étoiles sur 5 Still relevant and informative 19 janvier 2015
Par Kyle E. - Publié sur Amazon.com
Format: Broché Achat vérifié
It is remarkable how well the information and advice administered in this book, though written in the 1960's, stands the test of time to remain relevant. The writing is simple and straightforward, and by the time you have finished reading the book, you have gained an intimate knowledge of how to become a more effective executive. The only negative with this book is that is gender biased in its usage of pronouns, but this is to be expected from a work from this time period. The most helpful book I read in my entire MPA program.
3 internautes sur 3 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.
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