Management - Peter F Drucker

Revitalize oneself

1. Goal and vision taught by Verdi

All my life as a musician I have striven for perfection. It has always eluded me . I surely had an obligation to make one more try. Verdi

2. Gods can see them - Phidias the suplture know that the Gods can see what others could not. They are not willing to do work that is only average. They have respect for integrity of their work. In fact, they have self respect. 
3. Continuous learning

Every subject makes different assumptions and employs a different methodology

4. Reviewing

What are the things on which we should concentrate? What are the things we should improve? What are the things each of us needs to learn?

5.  What is necessary in new position

What do I need to do now that I have a new assignment to be effective?

What it requires in not superior knowledge or superior talent. It requires concentration on the things that the new assignment requires the things that are crucial to the new challenge, the new job, the new task.

6. Writing down

When taking key decision write down what results to anticipate. Later check the actual results against anticipations

It brings out what our strengths are, where improvement is needed and what kind of improvement is needed.

7. What to be remembered for

It should change both with one's own maturity and with the changes in the world

One thing worth being remembered for is the difference one makes in the lives of people

Managing The Boss

8. Make a "boss list"

A boss is anyone who has the power and anyone who is likely  - let alone certain - to be listened to when she has an opinion about you, your performance, your work, your competence and qualifications

9. Asking each for her input, and giving each your own input

What do I do and what do my people do that helps you do your job?

And what do we do that hampers you and makes life more difficult for you?

10. Enabling bosses to perform
11. Playing on the bosses' strengths
12. Keeping bosses informed
13. Protecting bosses from surprises`
14. Never underrating bosses

One can communicate only in the recipient's language or in his terms. And the terms have to be experience based.

In communicating, whatever the medium, the first question  has to be, "Is this communication within the recipient's range of perception? Can they receive it?"

The Elements of effective decision making

Good decision makers don't make many decisions. They make decisions that make a difference. And they know when a decision is necessary.

The most difficult and most important part of decision making is to make sure that the decision is about the right problem.

Good decision makers know how to define the problem. They ask " what does the decision have to do to be appropriate to the problem?" Good decision makers don't even think about what is acceptable to whom and what compromises have to be made until they have thought through that the right decision is. But the good decision makers know that, in all likelihood, they will have to make compromises in the end. And they know the difference between the right compromise and the wrong compromise.

The Elements of Decision Making

You minimize risk by following seven elements of effective decision making, which are

1. Determine whether a decision is necessary
2. Classify the problem
3. Define the problem

What is this all about?

What is pertinent here?

4. What is key to this situation?
5. Decide what is right
6. Get others to buy the decision
7. Build action into the decision

A decision is a commitment to action Until the right thing happens there has been no decision

8. Test the decision against actual result

How to make People Decisions

There are 5 steps in making people decisions: Carefully think through the assignment Look at 3-5 qualified people. Consider each candidate's strengths. Discuss each candidate with his or her colleagues and bosses. And make sure the appointee understands the job and what it requires, and reports back on it once he or she is in the job

  

No matter how carefully organizations hire people, they won't perform if put into the jobs that are the wrong ones for them.

The manager must accept responsibility for any placement that fails. TO blame the nonperformer is a cop out. The manager made a mistake in selecting that particular person. The manager has responsibility  to remove people who do not perform. There is an old military saying, "The soldier has a right to competent command". The incompetent or poor performer, when left in his or her job, penalizes all others and demoralizes the entire organization.

Just because a person doesn't perform in the job they were put in doesn't mean that person is a bad worker whom the company should let go. It only means that he or she is in the wrong job.

The success rate of the second chance is amazingly high, but one caveat: only one second chance. The person who does not perform twice in a row better go to work for your competition.

The manager must try to make the right people decision for every position.

Newcomers are best put into an established position where the expectations are known and help is available.

Making people decisions is the ultimate means of organizational control.

Employees judge the values and the competency of their management by their people decisions.