000			02432cam a2200289 i 4500
001			19290258
003			FBU
005			20200706085814.0
008			160913s2017 mau 000 0 eng c
010			_a 2016041350
020			_a9781633692541 _q(pbk.)
040			_aMH/DLC _beng _cMH _erda _dDLC
042			_apcc
050	0	0	_aHD38.2 _b.D783 2017
082	0	0	_a658.4/09 _223 _bHARVARD 2017
100	1		_aDrucker, Peter F. _q(Peter Ferdinand), _d1909-2005, _eauthor.
245	1	0	_aWhat makes an effective executive / _cPeter F. Drucker.
300			_av, 48 pages ; _c17 cm.
490	1		_aHarvard business review classics
520			_aAn effective executive does not need to be a leader in the typical sense of the word. Peter Drucker, the author of more than two dozen Harvard Business Review articles, wrote that some of the best business and nonprofit CEOs he worked with over his 65-year consulting career were not stereotypical leaders. They ranged from extroverted to nearly reclusive, from easygoing to controlling, from generous to parsimonious. What made them all effective is that they followed the same eight practices: They asked, "What needs to be done?" and "What is right for the enterprise?" They developed action plans. They took responsibility for decisions and for communicating. They were focused on opportunities rather than problems. They ran productive meetings. And they thought and said "we" rather than "I." The first two practices provided them with the knowledge they needed. The next four helped them convert this knowledge into effective action, for knowledge is useless to executives until it has been translated into deeds. The last two ensured that the whole organization felt responsible and accountable. Effective executives know that they have authority only because they have the trust of the organization. This means they must think of the needs and opportunities of the organization before they think of their own. Drucker also suggests a ninth practice that's so important, he elevates it to the level of a rule: Listen first, speak last. Effectiveness is a discipline. And, like every discipline, it can be learned and must be earned.--
650		0	_aExecutive ability.
650		0	_aLeadership.
830		0	_aHarvard business review classics.
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cQ CH A
999			_c4846 _d4846