000			02027 a2200193 4500
008			160719b xxu||||| |||| 00| 0 eng d
020			_a9781138654006
082			_a658.409
100			_aDrucker, Peter F. _923195
245			_aThe effective executive _cPeter F Drucker
260			_bRoutledge _c2016 _aNew York
300			_axiv, 167 p. _bPaper
505			_aTable of Contents Effectiveness can be learned; Know thy time; What can I contribute?; Making strength productive; First things first; The elements of decision-making; Effective decisions; Conclusion: Effectiveness must be learned;
520			_aThe measure of the executive, Peter Drucker reminds us, is the ability to 'get the right things done'. Usually this involves doing what other people have overlooked, as well as avoiding what is unproductive. He identifies five talents as essential to effectiveness, and these can be learned; in fact, they must be learned just as scales must be mastered by every piano student regardless of his natural gifts. Intelligence, imagination and knowledge may all be wasted in an executive job without the acquired habits of mind that convert these into results. One of the talents is the management of time. Another is choosing what to contribute to the particular organization. A third is knowing where and how to apply your strength to best effect. Fourth is setting up the right priorities. And all of them must be knitted together by effective decision-making. How these can be developed forms the main body of the book. The author ranges widely through the annals of business and government to demonstrate the distinctive skill of the executive. He turns familiar experience upside down to see it in new perspective. The book is full of surprises, with its fresh insights into old and seemingly trite situations.
650			_aExecutives _zUnited States _923196
650			_aDecision Making _923197
942			_2ddc _cBK
999			_c43251 _d43251