Effective Executive in Action A Journal for Getting the Right Things Done

ISBN-10: 0060832622

ISBN-13: 9780060832629

Edition: 2006

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Description: The Effective Executive in Action is a journal based on Peter F. Drucker's classic and preeminent work on management and effectiveness -- The Effective Executive. Here Drucker and Maciariello provide executives, managers, and knowledge workers with a guide to effective action -- the central theme of Drucker's work. The authors take more than one hundred readings from Drucker's classic work, update them, and provide provocative questions to ponder and actions to take in order to improve your own work. Also included in this journal is a space for you to record your thoughts for later review and reflection. The Effective Executive in Action will teach you how to be a better leader and how to lead according to the five main pillars of Drucker's leadership philosophy.

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Book details

List price: $21.95
Copyright year: 2006
Publisher: HarperCollins Publishers
Publication date: 12/2/2005
Binding: Hardcover
Pages: 224
Size: 6.50" wide x 9.25" long x 1.00" tall
Weight: 1.232
Language: English

Peter F. Drucker has been Clarke Professor of Social Science and Management at Claremont Graduate School in California since 1971.

Foreword
Introduction: How to Use: The Effective Executive in Action
Effectiveness Can Be Learned
Introduction
Getting the Right Things Done
The Authority of Knowledge
Executive Realities
The Effective Personality
Know Thy Time
Introduction
Time: The Limiting Factor to Accomplishment
Time Management: The Three Steps
Recording Time
Eliminate Time-Wasters
Delegate Activities
Wasting Time of Other People
Prune Activities Resulting from Poor Management
Overstaffing
Malorganization
Malfunction in Information
Create and Consolidate Blocks of Discretionary Time
Effective Use of Discretionary Time
Focus on Contribution
Introduction
Focus on Contribution: Results, Values, and Developing People
Focus on Results
Contribution of Knowledge Workers
Three Key Performance Areas
Direct Results
For What Does the Organization Stand?
Executive Succession
Focus on Contribution and People Development
Challenges and Contribution
Executive Failure
Communicating Knowledge
Good Human Relations
Communications
Teamwork
Individual Self-Development
Develop Others
Make Meetings Productive
Effective Meetings
Making Strength Productive
Introduction
Purpose of the Organization
Staff from Strength
Weaknesses in People
Look for Outstanding Strength
Make Each Job Demanding and Big
Make Weaknesses Irrelevant
Jobs Structured to Fit Personalities
Decision Steps for Effective Staffing Decisions
Think Through the Assignment
Consider Several Qualified People
Study the Performance Records of Candidates
Discuss Candidates with Former Colleagues
Appointee Should Understand the Assignment
Five Ground Rules for Effective Staffing Decisions
Responsibility for Failed Placements
Responsibility for Removing Non-Performers
Right People Decisions for Every Position
A Second Chance
Place Newcomers in Established Positions
Appraise Based on Strengths
Character and Integrity
How Do I Manage My Boss?
A Boss List
Input from Bosses
Help Bosses Perform
Build on Bosses' Strengths
Keep Bosses Informed
No Surprises
Common Mistakes in Managing the Boss
Managing Oneself
Steps for Managing Oneself
Identify Your Strengths
Recognize Your Work Style
Determine How to Best Make Your Contribution
Take Responsibility for Work Relationships
Develop Opportunities for the Second Half of Your Life
First Things First
Introduction
Concentration
Abandonment
Where Abandonment Is Always Right
An Abandonment Process
Concentrate on a Few Tasks
Priorities and Posteriorities
Postponing the Work of Top Management
Deciding on Posteriorities
Rules for Priority Setting
Effective Decisions
Introduction
Decision Making
Is a Decision Really Necessary?
Elements of Effective Decision Making
Classifying the Problem
Defining the Problem
Specifications of a Decision
Deciding on What Is Right
The Right Compromise
Building Action into the Decision
Testing the Decision Against Actual Results
The Effective Decision
Start with Untested Hypotheses
Opinions Rather Than Facts
Develop Disagreement
The Decision
Conclusion: Effectiveness Must Be Learned
Best Hope to Make Society Productive
Authors' Note
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