Peter Drucker was an influential author and management consultant. Some of his key contributions include coining the term "knowledge worker" and helping pioneer productivity for knowledge work. The document outlines 25 life lessons from Drucker on effective management and decision-making. The lessons focus on areas like understanding your business and customers, managing by objectives, the importance of innovation and knowledge, treating employees as assets, and ensuring your business serves a social purpose.
The document provides influential business quotes from acclaimed leaders on topics such as employees, customers, business priorities, marketing, change, experimentation, learning, initiative, and competition. Some key takeaways are to focus on employees and customers, have a people-focused attitude, be adaptable to change, continuously learn, be persistent, and actively manage company culture based on these principles. The quotes emphasize the importance of a customer-centric approach, managing time and priorities effectively, encouraging the right conversations in the marketplace, and assembling a loyal customer base.
Clay Springer Soft Skills RestonLuncheon Presentation 15 Jan 14Liana Underwood
The document discusses the importance of soft skills in project management. It summarizes Dale Carnegie's book "How to Win Friends and Influence People" and how its structure is relevant to the stages of team development. The document outlines soft skills like communication, empathy, teamwork, and political awareness. It discusses applying soft skills differently depending on where the team is in the forming, storming, norming, and performing stages. The document concludes by providing tips for project managers to lay a foundation, engage with their team, and wield soft skills through optimism, active listening, and inspiring others.
This document provides information on problem solving. It begins by defining problem solving as diagnosing the causes of a problem and developing an action plan to solve it. It then discusses the benefits of being a problem solver, including fixing issues, addressing risks, improving performance, and seizing opportunities. The document provides a step-by-step problem solving guide and lists tools for problem solving like improving attention, developing empathy, and choosing to find solutions rather than problems. It also provides two case studies as examples and describes some problem solving games that can be used with teams.
This document discusses 14 soft skills that are important for career success: communication skills, teamwork, willingness to learn, problem solving, leadership skills, interpersonal skills, time management skills, initiative, adaptability skills, critical thinking, creativity, attitude, and work ethic. For each skill, the document provides reasons why the skill is important, why employers seek the skill, and tips on how to improve or gain the skill.
The document provides a 5-step guide to becoming a successful entrepreneur. Step 1 discusses what it means to be an entrepreneur, including having an entrepreneurial mindset, taking initiative, and driving change. It emphasizes that entrepreneurship is a lifestyle rather than just a job. Successful entrepreneurs share characteristics like audacity, persistence, decisiveness, ambition, empathy, and the ability to handle stress. The step also highlights the importance of management skills for entrepreneurs like planning, marketing, and financial management. It concludes by noting the importance of balancing business, work and personal life for long-term success.
This document summarizes a lecture on stakeholder engagement. It discusses stakeholder theory, mapping stakeholders, and engaging middle managers. It provides examples of mapping stakeholders and prioritizing them based on their power, support, legitimacy, and urgency. The document outlines six phases for embedding corporate responsibility and provides key lessons for senior managers, such as clarifying roles and responsibilities and encouraging frank engagement. It also gives brief examples of companies that effectively engaged stakeholders, such as SAB Miller, Anglo American, and Nestle.
The 5 Common Habits Shared by Billion-Dollar Company Founders.pdfSmartSkill97
500 Billion-dollar company founders share five common success habits of billionaires that underpin their remarkable success. First and foremost, they harbor a deep passion for their work, providing the driving force behind their endeavors. Effective communication skills and the ability to build skilled teams mark their second and third habits, fostering strong relationships and diverse talent.
Many of us in government want to change the way our agencies work. These changes can take many forms. Some of us may want to fix a process or change/eliminate counterproductive rules. Others may wish to shoot for more ambitious goals that require a change of culture. The current push to expand the use of collaboration tools like Web 2.0 technologies is one example of a big and important culture change.Effecting change in a large organization is difficult. Those difficulties can be magnified greatly in the public sector. Entrenched rules and structures pose many obstacles. Resource limitations often seem to be the things in greatest abundance. And the possibility of criticism from senior bosses, Congress and the media tends to make many managers risk averse.So how does one overcome all these obstacles to bring about significant positive change? Here is the 12 step guide.
Making change happen - being ahead of the curve - RICS ArticleDonnie MacNicol
Being ahead of the market and adapting to evolving client requirements means change is becoming the norm for many
businesses, says Donnie MacNicol and Brenda Hales. So it makes sense to do it well and learn from your experiences
This document discusses creating a sense of urgency in organizations. It provides 4 tactics to increase true urgency:
1. Bring outside perspectives in by listening to customers, sharing relevant external data, and exposing people to troubling realities without overwhelming them.
2. Demonstrate urgency in daily actions by responding quickly, constantly emphasizing opportunities and competition, and holding urgent yet patient meetings.
3. View crises as potential opportunities rather than just problems by proactively seeking improvements rather than passively waiting for crises.
4. Address "No Nos" - people skilled at killing urgency - by circumventing or converting them if possible rather than allowing them to undermine efforts.
This document discusses creating a sense of urgency in organizations. It provides 4 tactics to increase true urgency:
1. Bring outside perspectives in by listening to customers and sharing relevant external data and information. This addresses complacency that comes from only looking internally.
2. Demonstrate urgency in daily actions by responding quickly to issues and setting aggressive timelines. An example is a manager who promises fast turnaround and asks direct reports what they will accomplish each week.
3. View crises as opportunities by thinking how problems can drive better performance rather than just reacting. But avoid creating artificial crises.
4. Address "urgency killers" - people who avoid crises and block urgent actions. Lead with
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Moving On".
An entrepreneur is defined as a person who habitually creates and innovates by recognizing opportunities to build something of value. The document discusses the personality traits of entrepreneurs, including a motivation for independence and wealth, perseverance, and risk-taking. It also outlines environmental and action factors that contribute to entrepreneurial success. Common mistakes that cause small businesses to fail include overexpansion, poor financial management, inadequate business plans, and failure to adapt to market changes. Overall, the key to entrepreneurial success is identifying problems and developing innovative solutions.
The document discusses counseling as an alternative approach to discipline in the workplace. It provides 3 key points:
1) Counseling aims to solve performance problems by exploring why issues have arisen, encouraging employees to accept responsibility, and jointly finding solutions rather than taking a punitive approach.
2) Effective counseling involves preparing for sessions, exploring problems and feelings, challenging gaps in performance, discussing solutions, and agreeing on future actions.
3) Counseling skills like active listening, creating trust, and focusing on solutions help change employee behavior more successfully than discipline alone. When used properly, counseling can reconcile relationships and improve performance.
Organizational Change Management: Game Changer or Flavor of the day?Deepak Babbar
This abstract reflects some of the practical challenges organizations undergoing business and information technology (IT) transformations face in today’s rapidly changing environment. When organizations embark on these large-scale initiatives, increasingly they are adding organizational change management (OCM) to the mix. This is, perhaps, an acknowledgement that previous initiatives have not met the mark because the people side of change was underestimated or not factored in.
This document discusses various aspects of developing a business plan, including creativity and idea generation, feasibility analysis, and business plan structure. It defines creativity and innovation, and lists questions to spur new ideas. It also describes conducting a feasibility study, including analyzing the industry, market, products/services, and financial feasibility. Finally, it discusses the importance of a business plan for communicating a new venture internally and externally to potential investors and stakeholders. The overall goal is to guide entrepreneurs through developing a successful business concept and plan.
Mark Edwards, Leadership and Strategy Programme Director at London Business School, considers ways of improving the stickiness of learning by examining a range of aspects, from the desire to learn to the ways the learned lessons can be applied.
Mark will be hosting a webinar, on 7 October, in which he will explain how you can embed effective learning and understand employees’ motivations. Sign-up: http://www.changeboard.com/events/exclusive-changeboard-webinar-the-stickiness-of-learning-how-to-ensure-your-learning-strategy-makes-an-impact
Delegation Inheritance in Odoo 17 and Its Use CasesCeline George
There are 3 types of inheritance in odoo Classical, Extension, and Delegation. Delegation inheritance is used to sink other models to our custom model. And there is no change in the views. This slide will discuss delegation inheritance and its use cases in odoo 17.
How to Store Data on the Odoo 17 WebsiteCeline George
Here we are going to discuss how to store data in Odoo 17 Website.
It includes defining a model with few fields in it. Add demo data into the model using data directory. Also using a controller, pass the values into the template while rendering it and display the values in the website.
Views in Odoo - Advanced Views - Pivot View in Odoo 17Celine George
In Odoo, the pivot view is a graphical representation of data that allows users to analyze and summarize large datasets quickly. It's a powerful tool for generating insights from your business data.
The pivot view in Odoo is a valuable tool for analyzing and summarizing large datasets, helping you gain insights into your business operations.
Webinar Innovative assessments for SOcial Emotional SkillsEduSkills OECD
Presentations by Adriano Linzarini and Daniel Catarino da Silva of the OECD Rethinking Assessment of Social and Emotional Skills project from the OECD webinar "Innovations in measuring social and emotional skills and what AI will bring next" on 5 July 2024
The Jewish Trinity : Sabbath,Shekinah and Sanctuary 4.pdfJackieSparrow3
we may assume that God created the cosmos to be his great temple, in which he rested after his creative work. Nevertheless, his special revelatory presence did not fill the entire earth yet, since it was his intention that his human vice-regent, whom he installed in the garden sanctuary, would extend worldwide the boundaries of that sanctuary and of God’s presence. Adam, of course, disobeyed this mandate, so that humanity no longer enjoyed God’s presence in the little localized garden. Consequently, the entire earth became infected with sin and idolatry in a way it had not been previously before the fall, while yet in its still imperfect newly created state. Therefore, the various expressions about God being unable to inhabit earthly structures are best understood, at least in part, by realizing that the old order and sanctuary have been tainted with sin and must be cleansed and recreated before God’s Shekinah presence, formerly limited to heaven and the holy of holies, can dwell universally throughout creation
The Value of Time ~ A Story to Ponder On (Eng. & Chi.).pptxOH TEIK BIN
A PowerPoint presentation on the importance of time management based on a meaningful story to ponder on. The texts are in English and Chinese.
For the Video (texts in English and Chinese) with audio narration and explanation in English, please check out the Link:
https://www.youtube.com/watch?v=lUtjLnxEBKo
How to Configure Time Off Types in Odoo 17Celine George
Now we can take look into how to configure time off types in odoo 17 through this slide. Time-off types are used to grant or request different types of leave. Only then the authorities will have a clear view or a clear understanding of what kind of leave the employee is taking.
2. Peter Drucker – author of 35
books, Presidential Medal of
Freedom winner, and still a
leading voice in the business
world. Peter was born in Vienna
in 1909 and began working as
a financial reporter in Frankfurt,
Germany, while he earned a
doctoral degree in public and
international law at Frankfurt
University.
3. After relocating to the United State,
he began working as a correspondent
for several British newspapers. In
1950 he became Professor of
Management at New York University,
and four years later, he published
"The Practice of Management," which
posed three now-classic business
questions: What is our business?
Who is our customer? What does
our customer consider valuable?
He worked as a correspondent for several British newspapers in US.
4. Peter Drucker was a leader in
management philosophy and
effectiveness. As a writer,
management consultant, and
social ecologist, he played an
influential role in shaping key
concepts around business,
innovation, decision making,
leadership, productivity, time
management, and personal
effectiveness. He first coined the
term “knowledge worker” back in
1959, and helped pioneer
knowledge work productivity.
Here are his 25 Life Lessons :
5. First know what’s right for effective decision making. To make the right compromise, first
know what right is. Don’t worry whether it’s liked, worry whether it’s right. After you know
what’s right, then you can compromise.
Lesson 1 : First know what’s right
6. Think of success in terms of a range or continuum of possibilities. Know the boundary conditions
for your important decisions. Know what good looks like. Know the minimum the decision needs
to satisfy. Don’t depend on everything going as planned. Know when you need to abandon a
decision. If the decision is a failure from the start, don’t go down that path.
Lesson 2 : Boundary conditions for effective decisions
7. Time is the scarcest resource. You can’t make more time. Make the most of it. Log and analyze
your time. Consider keeping lits of deadlines for urgent and unpleasant tasks. Effective people
make it a habit to work at improving their time management.
Lesson 3 : Know thy time
8. Don’t spend your energy defending yesterday. Instead, spend your energy exploiting today and
the future. The best way to predict the future is to create it.
Lesson 4 : What our business is, will be, and should be.
9. Don’t make a decision unless there’s disagreement. Disagreement provides alternatives,
stimulates the imagination, and helps you break out of preconceived notions. Understand the
alternatives. Know why people disagree. Know both sides of the issues. The most important
thing in communication is hearing what isn’t said.
Lesson 5 : Develop disagreement rather than consensus
10. You can’t be an expert in all things. You can round out your knowledge and get
the basics, while still specializing in a few areas.
Lesson 6 : Effectiveness over universal expert.
11. The primary function of a business is to serve the customer and the primary goal of your business
is to create customers. The aim of marketing is to know and understand the customer so well the
product or service fits him and sells itself.
Lesson 7 : Focus on the customer
12. Set the goals and get out of the way. Help unblock people, enable and empower people to
reach the goals. Avoid the how trap. Management by objective works – if you know the
objectives. Ninety percent of the time you don’t.
Lesson 8 : Manage by objectives
13. Plan an ending. Determine how long the commitment will be for, and create some boundaries
around it. If you won’t have enough time to finish it, don’t take it on. Build in a review mechanism
so you can determine whether to continue or change course or stop. When you stop something,
you make room for something else.
Lesson 9 : Planned abandonment
14. Results are the best way to compare effectiveness. Quality of management is a key
differentiator. Focus on continuous productivity improvement. The productivity of work is
not the responsibility of the worker but of the manager.
Lesson 10 : Productivity objectives
15. Innovation is how you grow your business. The key challenge with innovation objectives is
measuring relative impact and importance. According to Drucker, there are 3 kinds of
innovation: 1) process, 2) product, and 3) market.
Lesson 11 : Innovation Objectives
16. Your business needs to attract land, labor and capital. Your jobs have to satisfy the business and
the people in the market. The first sign of decline is loss of attraction to qualified, ambitious
people. Design jobs to attract and retain the kind of people you want.
Lesson 12 : Resource objectives
17. Bake social objectives into your strategy. Society and the economy need to believe that
your business serves a necessary, useful and productive job. Think through your social and
economic impact and responsibilities.
Lesson 13 : Social responsibility objectives
18. Effective leadership is not about making speeches or being liked; leadership is defined by
results not attributes. Management is doing things right; leadership is doing the right
things.
Lesson 14 : Leadership is defined by results only
19. Know that decisions are judgments. Start with opinions over facts. Know the criteria
of what’s relevant. Test your opinions against reality. Making good decisions is a
crucial skill at every level.
Lesson 15 : Opinions over facts
20. Efficiency is doing things right; effectiveness is doing the right things. Follow effective
action with quiet reflection. From the quiet reflection will come even more effective action.
Lesson 16 : Effectiveness over efficiency
21. Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
Lesson 17 : Importance of Knowledge
22. Employees are assets not liabilities. Most of what we call management consists of
making it difficult for people to get their work done.
Lesson 18 : Employees are assets
23. Know the minimum profitability you need to survive. Know the minimum might be higher
than you expected. Plan for minimum profitability over profit maximization.
Lesson 19 : How much profit do you really need to make?
24. The 5 bad entrepreneurial habits are: 1) Not invented here 2) Creaming 3) Quality
4) Premium price 5) Maximize rather than optimize.
Lesson 20 : 5 bad entrepreneurial habits
25. When you can’t find fulfillment at work, you might find it by volunteering for a non-profit.
Lesson 21 : Non-profits provide fulfillment
26. We now accept the fact that
learning is a lifelong process of
keeping abreast of change. And
the most pressing task is to teach
people how to learn.
Lesson 22 : Learning is a lifelong process
27. Unless commitment is made, there are only promises and hopes… but no plans.
Lesson 23 : No plan means no commitment
28. Lesson 24 : Of those things, which are right for me?
“Successful leaders don't start out asking, "What do I want to do?" They ask, "What needs to be
done?" Then they ask, "Of those things that would make a difference, which are right for me?”
30. Thank You Very Much
Sompong Yusoontorn
Peter Drucker has added significance to the lives of many people over the span of
decades and for that we are grateful. The world has lost a great man, but I suspect
that Heaven will become a more efficient place as a result!