The Effective Executive in Action

Developing a work approach that is adequate to the challenges ahead
a world moving toward new and different futureS

About Peter Drucker (see The Effective Executive original text preview)

Foreword

Introduction: How to Use The Effective Executive in Action

Click triangles at the left of the topics below to expand or contract their outlines

Chapter 1 -- Effectiveness Can Be Learned

Introduction

Getting the Right Things Done

The Authority of Knowledge

Executive Realities

The Effective Personality

Chapter 2 -- Know Thy Time

Introduction

Time: The Limiting Factor to Accomplishment

Time Management: The Three Steps

Recording Time

Managing 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

Chapter 3 -- 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

Chapter 4 -- 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

Chapter 5 -- 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

Pick the future as against the past;

Focus on opportunity rather than on problems;

Choose your own direction-rather than climb on the bandwagon; and

Aim high, aim for something that will make a difference, rather than for something that is "safe" and easy to do.

Chapter 6 -- 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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