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Effective Executive in Action 
Peter F. Drucker ¤Ó Harpercollins
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    Forewordp. xiii
    Introduction: How to Use: The Effective Executive in Actionp. xv
    Effectiveness Can Be Learned
    Introductionp. 1
    Getting the Right Things Donep. 2
    The Authority of Knowledgep. 4
    Executive Realitiesp. 6
    The Effective Personalityp. 8
    Know Thy Time
    Introductionp. 11
    Time: The Limiting Factor to Accomplishmentp. 12
    Time Management: The Three Stepsp. 14
    Recording Timep. 16
    Eliminate Time-Wastersp. 17
    Delegate Activitiesp. 18
    Wasting Time of Other Peoplep. 20
    Prune Activities Resulting from Poor Managementp. 22
    Overstaffing
    Malorganizationp. 26
    Malfunction in Informationp. 28
    Create and Consolidate Blocks of Discretionary Timep. 30
    Effective Use of Discretionary Timep. 32
    Focus on Contribution
    Introductionp. 35
    Focus on Contribution: Results, Values, and Developing Peoplep. 37
    Focus on Resultsp. 39
    Contribution of Knowledge Workersp. 42
    Three Key Performance Areasp. 43
    Direct Resultsp. 45
    For What Does the Organization Stand?p. 46
    Executive Successionp. 48
    Focus on Contribution and People Developmentp. 50
    Challenges and Contributionp. 52
    Executive Failurep. 53
    Communicating Knowledgep. 54
    Good Human Relationsp. 56
    Communicationsp. 58
    Teamworkp. 60
    Individual Self-Developmentp. 62
    Develop Othersp. 63
    Make Meetings Productivep. 64
    Effective Meetingsp. 67
    Making Strength Productive
    Introductionp. 69
    Purpose of the Organizationp. 71
    Staff from Strengthp. 73
    Weaknesses in Peoplep. 74
    Look for Outstanding Strengthp. 76
    Make Each Job Demanding and Bigp. 77
    Make Weaknesses Irrelevantp. 79
    Jobs Structured to Fit Personalitiesp. 81
    Decision Steps for Effective Staffing Decisionsp. 83
    Think Through the Assignmentp. 85
    Consider Several Qualified Peoplep. 86
    Study the Performance Records of Candidatesp. 87
    Discuss Candidates with Former Colleaguesp. 89
    Appointee Should Understand the Assignmentp. 91
    Five Ground Rules for Effective Staffing Decisionsp. 93
    Responsibility for Failed Placementsp. 95
    Responsibility for Removing Non-Performersp. 97
    Right People Decisions for Every Positionp. 99
    A Second Chancep. 100
    Place Newcomers in Established Positionsp. 102
    Appraise Based on Strengthsp. 104
    Character and Integrityp. 106
    How Do I Manage My Boss?p. 108
    A Boss Listp. 110
    Input from Bossesp. 112
    Help Bosses Performp. 113
    Build on Bosses' Strengthsp. 115
    Keep Bosses Informedp. 117
    No Surprisesp. 119
    Common Mistakes in Managing the Bossp. 121
    Managing Oneselfp. 123
    Steps for Managing Oneselfp. 125
    Identify Your Strengthsp. 126
    Recognize Your Work Stylep. 129
    Determine How to Best Make Your Contributionp. 131
    Take Responsibility for Work Relationshipsp. 134
    Develop Opportunities for the Second Half of Your Lifep. 137
    First Things First
    Introductionp. 141
    Concentrationp. 142
    Abandonmentp. 145
    Where Abandonment Is Always Rightp. 147
    An Abandonment Processp. 149
    Concentrate on a Few Tasksp. 151
    Priorities and Posterioritiesp. 153
    Postponing the Work of Top Managementp. 155
    Deciding on Posterioritiesp. 157
    Rules for Priority Settingp. 159
    Effective Decisions
    Introductionp. 161
    Decision Makingp. 163
    Is a Decision Really Necessary?p. 165
    Elements of Effective Decision Makingp. 167
    Classifying the Problemp. 169
    Defining the Problemp. 171
    Specifications of a Decisionp. 173
    Deciding on What Is Rightp. 175
    The Right Compromisep. 177
    Building Action into the Decisionp. 179
    Testing the Decision Against Actual Resultsp. 181
    The Effective Decisionp. 184
    Start with Untested Hypothesesp. 186
    Opinions Rather Than Factsp. 188
    Develop Disagreementp. 190
    The Decisionp. 192
    Conclusion: Effectiveness Must Be Learnedp. 195
    Best Hope to Make Society Productivep. 196
    Authors' Notep. 199
    Table of Contents provided by Ingram. All Rights Reserved.
  • Peter F. Drucker [Àú]
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