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14 Aug 06

MANAGING ONESELF

  • product details
    Title: MANAGING ONESELF
    Reference: 99204
    Product Type: Journal article reprint
    Length: 11 pages
    Author(s): Drucker, P;
    Publisher: Harvard Business School Publishing
    Journal: Harvard Business Review
    Published: 1999
    Topics: Career advancement; Career changes; Careers & career planning; Management of professionals; Personal strategy & style; Self evaluation
    Status: Active

    Abstract:

    Throughout history, people had little need to manage their careers-- they were born into their station in life or, in the recent past, they relied on their companies to chart their career paths. But times have drastically changed. Today, we must all learn to manage ourselves. What does that mean? According to Peter Drucker, it means we have to learn to develop ourselves. We have to place ourselves where we can make the greatest contribution to our organizations and communities. And we have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work that we do. It may seem obvious that people achieve results by doing what they are good at and by working in ways that fit their abilities. But, Drucker says, very few people actually know--let alone take advantage of--their unique strengths. He challenges each of us to ask ourselves fundamental questions: What are my strengths? How do I perform? What are my values? Where do I belong? What should my contribution be? Don't try to change yourself, cautions Drucker. Instead, concentrate on improving the skills you have and accepting assignments that are tailored to your individual way of working. If you do that, you can transform yourself from an ordinary worker into an outstanding performer. Successful careers today are not planned out in advance. They develop when people are prepared for opportunities because they have asked themselves those questions, and they have rigorously assessed their unique characteristics. This article challenges readers to take responsibility for managing their futures, both in and oout of the office.     - clarityfinder on 2006-08-14

WHAT EXECUTIVES SHOULD REMEMBER

  • product details
    Title: WHAT EXECUTIVES SHOULD REMEMBER
    Reference: R0602J
    Product Type: Journal article reprint
    Length: 16 pages
    Author(s): Drucker, P;
    Publisher: Harvard Business School Publishing
    Journal: Harvard Business Review
    Published: 2006
    Topics: Business philosophy; Change management; Corporate strategy; Decision making; Innovation; Management philosophy; Organizational development; Strategy formulation
    Status: Active

    Abstract:

    In more than 30 essays for Harvard Business Review, Peter Drucker (1909-2005) urged readers to take on the hard work of thinking - always combined, he insisted, with decisive action. He closely analyzed the phenomenon of knowledge work - the growing call for employees who use their minds rather than their hands - and explained how it challenged the conventional wisdom about the way organizations should be run. He was intrigued by employees who knew more about certain subjects than their bosses or colleagues but who still had to cooperate with others in a large orgaanization. As the business world matured in the second half of the 20th century, executives came to think that they knew how to run companies - and Drucker took it upon himself to poke holes in their assumptions, lest organizations become stale. But he did so sympathetically, operating from the premise that his readers were intelligent, hardworking people of goodwill. Well suited to HBR's format of practical, idea-based essays for executives, his clear-eyed, humanistic writing enriched the magazine time and again. This article is a compilation of the savviest management advice Drucker offered HBR readers over the years - in short, his greatest hits. It revisits the following insightful, influential contributions: ?The Theory of the Business? (94506); ?Managing for Business Effectiveness? (63303); ?What Business Can Learn from Nonprofits? (89404); ?The New Society of Organizations? (92503); ?The Information Executives Truly Need (95104); ?Managing Oneself? (99204); ?They're Not Employees, They're People? (R02022E); and ?What Makes an Effective Executive? (6980).     - clarityfinder on 2006-08-14
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