The first interview, “What is Effective Performance” begins discussing Peter F. Drucker’s legacy as a management teacher and consultant, and his role in the interviews--what Drucker can do to help the manager. Drucker begins by stating that the manager’s job is to do the right thing and do it effectively, and recommends, for his cassette series, that listeners write down two or three takeaways from his cassette series and implement those things within a day or two. They proceed to discuss the five most important managerial rules/habits/practices/ that Drucker has supported prioritizing, and Drucker states that, today, he would change his emphasis--he would ask how the manager himself/herself is doing, and add that question as a sixth practice. Drucker then discusses the topic of time management, the most important managerial task, and how an effective manager knows what typical tasks require a specific amount of time. They then discuss the topic of time logs to monitor one’s time, and the effectiveness of setting one’s objectives before talking about the work needed to attain them. Drucker proclaims that the individual should be held accountable for the goals of the company, and that individual managers should have different priorities for their respective professional industry or field. Drucker goes on to state that decision-making is a key executive activity, and that books on decision-making are not particularly helpful, arguing that the way one can tell they are making effective decisions is to appraise themselves in terms of performance in meeting goals. He goes on to discuss the history and aim of appraisals, and how appraisals have to focus on strengths as well as weaknesses in an ongoing analysis, before discussing how effectiveness is measured and analyzed. Drucker closes this interview asserting that the essence of being a manager is taking responsibility for contributions, performance, and self-direction--to know what you should contribute and to know whether you have contributed. The second interview begins discussing the elements of being an effective superior. First, Drucker states to make sure that the subordinates are able to do the work they are being paid for. Second, he says to make sure that each of them knows what is expected for them to contribute, and, third, understanding the importance of taking placement responsibility. Drucker then states that managers all too often make the mistake of worrying about employee motivation, and how they destroy motivation by not making it possible for people to work effectively. He goes on to assert that the greatest mistake of managers is to try to be bright, and that they should focus on asking questions rather than answering them. He proceeds to discuss self-motivation and how it cannot be controlled or anticipated, because people are individuals and complicated. He then talks about the importance of communication and its impact on efficiency and expectations before proceeding to emphasize the importance of manners and skills, as well as the significance of temperament and placement in organizations. Drucker also emphasizes that managers have the responsibility of outplacements in a company--that is, finding the best place for employees--and discusses the importance of being respected, rather than loved, as a manager. The interview closes discussing the topic of power and how most people are interested in power. Drucker states that managers must handle ambitious people judiciously while also overseeing ordinary people capable of extraordinary performance.
Drucker, Peter F. (Peter Ferdinand), 1909-2005 Claremont Graduate University Claremont Graduate School Claremont Graduate University-Faculty Claremont University Center Management Management - Employee participation Management by objectives Management science Employment (Economic theory) Employees - Training of Employee selection Employees Accountability Responsibility Interviews
Source
Original recording, 1977; Drucker Archives; Box 68
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