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9 von 9 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Straight Talk About Increasing Your Executive Effectiveness
Peter Drucker begins this book by pointing out that there is no science of how to improve executive effectiveness, nor any naturally-occurring effective executives. The redeeming point of this problem is that he argues that executive effectiveness can be learned.
The principles begin with a focus on time management. We can get greater quantities of every other...
Veröffentlicht am 16. Mai 2000 von Donald Mitchell

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1 von 1 Kunden fanden die folgende Rezension hilfreich
3.0 von 5 Sternen Advice is sensible but the examples are "out of touch"
No doubt that Drucker is a master when it comes to what makes executives effective. But his advice is a lot about common sense and his examples of effective leadership often date back to the mid-50's and earlier. I enjoyed reading the book but finished it being neither motivated nor changed.
Am 26. September 1998 veröffentlicht


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5.0 von 5 Sternen Straight Talk About Increasing Your Executive Effectiveness, 16. Mai 2000
Von 
Donald Mitchell "Jesus Loves You!" (Thanks for Providing My Reviews over 124,000 Helpful Votes Globally) - Alle meine Rezensionen ansehen
(TOP 500 REZENSENT)   
Rezension bezieht sich auf: Effective Executive, The (Taschenbuch)
Peter Drucker begins this book by pointing out that there is no science of how to improve executive effectiveness, nor any naturally-occurring effective executives. The redeeming point of this problem is that he argues that executive effectiveness can be learned.
The principles begin with a focus on time management. We can get greater quantities of every other resource we need, except time. Drucker reports that executives spend their time much differently than they think they do and much differently than they would like to. His solution is to begin by measuring how you spend your time, and compare it with an ideal allocation. Than begin to systematically get rid of the unimportant in favor of the important. His suggestions include stopping some things, delegation, creating policy decisions to replace ad hoc decisions, staying out of things that others should do, and so forth. Any student of time management will recognize the list he suggests. One of the best points is to give yourself large blocks of uninterrupted time to do more significant tasks. He also cautions us not to cut down on time spent with other people. If an hour is required, don't try to do it in 15 minutes.
Next, Drucker argues that we should focus on what will make a difference rather than unimportant questions. Otherwise, we will fill our time with motion rather than proceeding towards results.
Beyond that, he points out that we have to build on our own strengths and those of the people in our organization. That is how we can outperform the competition and accomplish much more.
We also need to be systems thinkers, getting to the core of the issue first. If we are weak on new products, we need to work on the new product development process before fine-tuning our marketing. If we reverse the order of these activities, our results will be far less.
Perhaps the best section in the book has to do with executive decision-making, when to make a decision, about what, and what principles to apply. If you only read this section, you would be well rewarded for studying this fine book.
I especially liked the familiar Drucker use of important historical examples to make his points. You'll remember the principles better because the examples are so vivid.
Although this book was written some time ago, it retains the strength of its insight today. Truly , this is a timeless way to achieve greater effectiveness.
You may be concerned about how you are going to learn to apply these concepts. That is actually quite easy. Drucker provides questions in each section that will guide you, step-by-step, to focus your attention on the most promising areas.
If you only read one book about how to improve your personal effectiveness as an executive, you will find this to be a rewarding choice.
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3 von 3 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Impressive, 16. September 1999
Rezension bezieht sich auf: Effective Executive, The (Taschenbuch)
An outstanding book with the key word in the title being "effective". Having spent several years working in large corporations and having dealt with many types of managers and executives I am able to count on one hand the ones I have been associated with who were actually "effective" in their respective positions. A must read for anyone currently in an executive management position or aspiring to become any type of manager.
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2 von 2 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Impressive, 14. April 2000
Von Ein Kunde
Rezension bezieht sich auf: Effective Executive, The (Taschenbuch)
This is a good and clearly written book. One section that fascinated me was about being efficient with time-management. Drucker sites FDR's aide Harry Hopkins as being so sick during WW II, that he literally could only work a few hours every OTHER day. But that he got MORE work done than anyone in wartime Washington. Because he was efficient. Winston Churchill called him, "Lord Heart of the Matter." I know workaholics who emotionally deprive their families, but take a martyr-like pleasure in their workaholism. And, yes, sometimes they are very accomplished. But I also have a friend in the South of France who is filthy rich, and lives on a huge estate, and made all his immense wealth on his own. And he still works full time. And he rarely works more than a six hour day! And sometimes much less than that! After reading this book, I realized he is just very efficient. Another good book is Robert Ringer's MILLION DOLLAR HABITS. He relates how he used to be frustrated to see so many people work fewer hours than he, but make a lot more money. Then he read a study that showed the most successful people are not workaholics: they are efficient. THE EFFECTIVE EXECUTIVE lets you learn new and helpful habits.
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2 von 2 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen A perfect manual of how to be an effective executive, 21. Januar 2000
Rezension bezieht sich auf: Effective Executive, The (Taschenbuch)
I were totally shocked when I first read this book(I borrowed it from the public library but now I want to have my own copy).It just tell the feeling inside the bottom of my heart of how to be an effective executive in the knowledge-based society.'To get the right thing done'is a simple jargon but it is also the real essence of being effective in every aspect.I highly recommend this book to all my friends who really want to achieve something in their career.
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1 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen This a very powerful book, 19. August 1997
Von Ein Kunde
Rezension bezieht sich auf: Effective Executive, The (Taschenbuch)
This book has some powerful messages for the modern executive. The difference between being busy and being effective is an important distinction that Drucker highlights. He also highlights some important rules of thumb that are very true but often taken for granted. For example, the fact that any significant innovation requires large chunks of consecutive time spent focused on the issue. Any manager that wants to create a breakthrough change in their organization needs to think through the issues in large chunks. All we can do in small chunks of time is what we did yesterday. He also points out that the critical scarce resource for any executive is time and that some of the most important decisions an executive makes is any honest assessment of what is not going to get done. Too many projects keep moving forward burning up critical time and never reaching critical mass. Drucker provides insight into how to either make something happen or how to be decisive about what you are not going to do which is often even harder
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5 von 6 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Ein absolutes Muss für jeden, der sich für Business und Management interessiert, 14. September 2009
Rezension bezieht sich auf: The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials) (Taschenbuch)
Ich habe dieses Buch in einem Stück gelesen und bin begeistert. Es hat mir praktisch geholfen, in meinen Projekten über Nacht produktiver zu werden.

Viele der Einsichten sind wirklich interessant und neu für mich gewesen. Es ist sozusagen eine Art Anleitung wie man das richtige tut, um Erfolgreich in einer Organisation zu sein. Die Prinzipien lassen sich aber auch für die Arbeit in virtuellen Teams anwenden.

Der Stil ist klar verständlich und leicht zu lesen. 5 Sterne.
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1 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen A must read for anyone in a supervisory position., 7. Dezember 1998
Rezension bezieht sich auf: Effective Executive, The (Taschenbuch)
I first heard of this book while watching an excerpt of Newt Gengrich's class (yes the one he got in so much trouble over). He said that he always recommends this book to his subordinates. When asked if he ever follows up to find out if his advice has been followed, he replied, "I don't have to follow up; I can tell by their work habits whether or not they have read the book." Yes the specific examples are outdated but human nature has not changed during the last several thousand years. The basic elements of his advice have not changed. I recommend anyone who is in a supervisory capcity, or considering it, read this book. Have your subordinates read it, and keep it on your shelf. You will want to refer to it again and again.
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5.0 von 5 Sternen Being a Help Rather Than a Bother, 17. Juli 2007
Von 
Donald Mitchell "Jesus Loves You!" (Thanks for Providing My Reviews over 124,000 Helpful Votes Globally) - Alle meine Rezensionen ansehen
(TOP 500 REZENSENT)   
Rezension bezieht sich auf: Effective Executive (Gebundene Ausgabe)
Have you ever run into executives who create more harm than good? Do you realize that some people may see you that way, at least in some situations.

One of the most famous quotes by Peter Drucker is that he sometimes refers to himself as an "insultant" rather than a consultant. His straight talk in this book will direct you onto the right path for helping your organization accomplish more.

Peter Drucker begins this book by pointing out that there is no science of how to improve executive effectiveness, nor any naturally-occurring effective executives. The redeeming point of this problem is that he argues that executive effectiveness can be learned.

The principles begin with a focus on time management. We can get greater quantities of every other resource we need, except time. Drucker reports that executives spend their time much differently than they think they do and much differently than they would like to. His solution is to begin by measuring how you spend your time, and compare it with an ideal allocation. Than begin to systematically get rid of the unimportant in favor of the important. His suggestions include stopping some things, delegation, creating policy decisions to replace ad hoc decisions, staying out of things that others should do, and so forth. Any student of time management will recognize the list he suggests. One of the best points is to give yourself large blocks of uninterrupted time to do more significant tasks. He also cautions us not to cut down on time spent with other people. If an hour is required, don't try to do it in 15 minutes.

Next, Drucker argues that we should focus on what will make a difference rather than unimportant questions. Otherwise, we will fill our time with motion rather than proceeding towards results.

Beyond that, he points out that we have to build on our own strengths and those of the people in our organization. That is how we can outperform the competition and accomplish much more.

We also need to be systems thinkers, getting to the core of the issue first. If you would like to know more about that subject, look at The Fifth Discipline. For example, if you are weak on new products, you need to work on the new product development process before fine-tuning your marketing. If you reverse the order of these activities, your results will be far less.

Perhaps the best section in the book has to do with executive decision-making, when to make a decision, about what, and what principles to apply. If you only read this section, you would be well rewarded for studying this fine book.

I especially liked the familiar Drucker use of important historical examples to make his points. You'll remember the principles better because the examples are so vivid.

Although this book was written some time ago, it retains the strength of its insight today. Truly , this is a timeless way to achieve greater effectiveness.

You may be concerned about how you are going to learn to apply these concepts. That is actually quite easy. Drucker provides questions in each section that will guide you, step-by-step, to focus your attention on the most promising areas.

If you only read one book about how to improve your personal effectiveness as an executive, you will find this to be a rewarding choice.

If you liked what Peter Drucker had to say in this book, you may want to read his latest book, Management Challenges for the 21st Century, to get your agenda for using the skills you developed from The Effective Executive.
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5.0 von 5 Sternen Being a Help Rather Than a Bother, 17. Juli 2007
Von 
Donald Mitchell "Jesus Loves You!" (Thanks for Providing My Reviews over 124,000 Helpful Votes Globally) - Alle meine Rezensionen ansehen
(TOP 500 REZENSENT)   
Have you ever run into executives who create more harm than good? Do you realize that some people may see you that way, at least in some situations.

One of the most famous quotes by Peter Drucker is that he sometimes refers to himself as an "insultant" rather than a consultant. His straight talk in this book will direct you onto the right path for helping your organization accomplish more.

Peter Drucker begins this book by pointing out that there is no science of how to improve executive effectiveness, nor any naturally-occurring effective executives. The redeeming point of this problem is that he argues that executive effectiveness can be learned.

The principles begin with a focus on time management. We can get greater quantities of every other resource we need, except time. Drucker reports that executives spend their time much differently than they think they do and much differently than they would like to. His solution is to begin by measuring how you spend your time, and compare it with an ideal allocation. Than begin to systematically get rid of the unimportant in favor of the important. His suggestions include stopping some things, delegation, creating policy decisions to replace ad hoc decisions, staying out of things that others should do, and so forth. Any student of time management will recognize the list he suggests. One of the best points is to give yourself large blocks of uninterrupted time to do more significant tasks. He also cautions us not to cut down on time spent with other people. If an hour is required, don't try to do it in 15 minutes.

Next, Drucker argues that we should focus on what will make a difference rather than unimportant questions. Otherwise, we will fill our time with motion rather than proceeding towards results.

Beyond that, he points out that we have to build on our own strengths and those of the people in our organization. That is how we can outperform the competition and accomplish much more.

We also need to be systems thinkers, getting to the core of the issue first. If you would like to know more about that subject, look at The Fifth Discipline. For example, if you are weak on new products, you need to work on the new product development process before fine-tuning your marketing. If you reverse the order of these activities, your results will be far less.

Perhaps the best section in the book has to do with executive decision-making, when to make a decision, about what, and what principles to apply. If you only read this section, you would be well rewarded for studying this fine book.

I especially liked the familiar Drucker use of important historical examples to make his points. You'll remember the principles better because the examples are so vivid.

Although this book was written some time ago, it retains the strength of its insight today. Truly , this is a timeless way to achieve greater effectiveness.

You may be concerned about how you are going to learn to apply these concepts. That is actually quite easy. Drucker provides questions in each section that will guide you, step-by-step, to focus your attention on the most promising areas.

If you only read one book about how to improve your personal effectiveness as an executive, you will find this to be a rewarding choice.

If you liked what Peter Drucker had to say in this book, you may want to read his latest book, Management Challenges for the 21st Century, to get your agenda for using the skills you developed from The Effective Executive.
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4 von 5 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Pragmatic approach to effectiveness, 25. November 2009
Rezension bezieht sich auf: The Effective Executive: The Definitive Guide to Getting the Right Things Done (Harperbusiness Essentials) (Taschenbuch)
A fundamental assumption of most productivity books is the existence of well-defined, known-duration tasks. In practice, however, this rarely applies. Especially the knowledge worker - to speak in Drucker's terms - cannot estimate whether he needs a week or a month to complete what he does.

Drucker presents an approach to effectiveness that works in the real world. He does not present a detailed productivity system (which, in my experience, is always too complex to work in practice anyway), but rather flexible, practice-oriented principles for being effective. Consider, for instance, this

"Most discussions of the executive's task start with the advice to plan one's work. [...] The only thing wrong with it is that it rarely works. The plans always remain on paper, always remain good intentions [...] Effective executives do not start with their tasks. They start with their time [...] by finding out where their time actually goes. Then [...] they consolidate their "discretionary" time into the largest possible continuing units."

In contrast to other authors, Drucker's book goes far beyond a simple to-do list management. He states principles of effectiveness like contribution, building on strengths, effective decisions, etc. that are - in practice - at least as important as to-do lists.
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