Reviewed Jan 08 M Rhodes
The Effective ExecutiveHarper CollinsISBN:0-06-053768-X Author:Peter DruckerOverview
This is perhaps the seminal work on how an executive should manage his self to be bothefficient and effective. Although a relatively small book, Drucker has presented theessential elements of executive effectiveness in a clear, no nonsense way. His points are well made and well supported by short case studies and clear examples developing into aclear and concise discussion of how an executive can become more effective. Essentialreading from one of the premier management thinkers of our time.
Chapter 1 – Effectiveness Can Be Learned
The executive's role is to 'effect' and' execute' but most executives although intelligent andknowledgeable seem to lack the ability to put that knowledge and intelligence to real effect.Brilliant men are often strikingly ineffective. Intelligence, imagination and knowledge areessential resources but only effectiveness converts them into results.In the modern economy, the knowledge organisation is the central reality where the centreof effort is about applying knowledge and maximising its usage. Working on the rightthings is what makes knowledge work effective. This can be measured as we used tomeasure output or quality. A knowledge worker cannot however be supervised closely orin detail, he must be motivated and allowed to direct himself toward performance andcontribution.Drucker therefore suggests that every knowledge worker in a modern organisation istherefore an executive by virtue of his position or his knowledge. It matters not whether hemanages staff, he manages information and himself and this can add significantcontribution.There are four major factors over which an executive has no control and conspire to makehim less effective:1.The executive's time is not his own, but tends to belong to everybody else. He seemsalways to be at the behest of someone or some project rather than applying himself to where he can be most effectiveness.2.Executives are forced to keep on operating in the domain from which they arefamiliar unless they make a complete change and focus on running the whole business.3.The executive is forced to work within the
, which means that he is only effective by directing what others in the organisation contribute. Organisation is about