分享]管理学大师德鲁克的管理名言

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分享]管理学大师德鲁克的管理名言                      2015-05-03                                                 [url=]中国认证认可[/url]


' Y& I% Q( U" _. T7 R: X1、管理者，就必须卓有成效。
2 v: C) n0 I  ?5 D! \9 J) a5 xTo be effective，is the job of the executive
2、“认识你的时间”,只要你肯,就是一条卓有成效之路.
“Know Thy Time” if he wants to, and be well on theroad toward contribution and effectiveness.
3、卓有成效是可以学会的
! M( }; K5 L6 u4 u2 bEffectiveness can be learned.
4、卓有成效是一种习惯,是不断训练出来的综合体.
2 Q' ?; Q4 {) G; b3 ~Effectiveness is a habit; that is a complex ofpractices.
7 Q) `5 G# ~* G/ d5、一个重视贡献的人,为成果负责的人,不管他职位多卑微,他仍属于“高层管理者”.
The man who focuses on contribution and who takesresponsibility for results, no matter how junior, is in the most literal senseof the phrase,“top management”.
# Y% z0 M; L+ X% K* t; `6、谁必须利用我的产出，以使我的产出卓有成效？
- U; Z' I5 f& I; b4 [% ?Who has to use my output for it to becomeeffective?
7、有效的管理者在用人所长的同时，必须容忍人之所短。
The effectiveness executive knows that to getstrength one has to put up with weakness.
6 |" m7 j4 x/ ~" \% a( x8、有效的管理者用人，是着眼于机会，而非着眼于问题。
* e( Y5 L6 }# ?) }% U( ?# SThey focus on opportunity in their staffing-not onproblems.
9、我们该知道运用自己上司的长处，这也正是下属工作卓有成效的关键。
Making the strength of the boss productive is akey to the subordinate’s own effectiveness.
5 X" {7 R1 k) ]- B. k10、有效的管理者会顺应自己的习性，不会勉强自己
+ O- A; c. b% D/ X# e! Bthe effective executive tries to be himself, hedoes not pretend to be someone else,
11、有效的管理者坚持把重要的事放在前面做，每次只做好一件事。
- x, Y7 z9 G0 @, G# _1 x; IThey concentrate their own time and energy as wellas that of their organization-on doing one thing at a time, and on doing firstthings first.
/ D- u1 w3 I, z9 O- @2 x12、管理者的一项具体任务就是要把今天的资源投入到创造未来中去。
To commit today’s resources to the future.
13、有效的管理者打算做一项新的业务，一定先删除一项原有的业务
5 }$ _! A  J# ?7 r- r% {6 Q9 AThe effective executive will slough off an oldactivity before he starts on a new one.
9 H) K* X" T, d14、决定优先要点的原则
重将来而不重过去
重机会而不只看到困难
- Z8 b. P$ m4 y" t选择自己的方向，而不跟随别人
目标要高，要有新意，不能只求安全和方便
: L5 {$ \& @- o5 O' C; d9 v15、“专心”是一种勇气，敢于决定真正该做和真正先做的工作。
7 O" c5 e* S1 K4 |6 |$ p  ?$ ]Concentration-that is, the courage to impose ontime and events his own decision as to what really matters and comes first.
16、有效的管理者不做太多的决策。他们所做的，都是重大的决策。
; U9 M* |) k" s' _Effective executives do not make a great manydecisions.They concentrate on the important ones.
17、有效的管理者需要的是决策的冲击，而不是决策的技巧；要的是好的决策，而不是巧的决策。
3 @6 L1 [+ k3 y6 I! J) DThey want impact rather than technique, they wantto be sound rather than clever.
4 b& B1 J" t+ S! Z18、有效的决策人，首先要辨明问题的性质：这是一再发生的经常性问题呢，还是偶然的例外？
The first question the effective decision-makerasks is：“Is this a generic situation or an exception？”
- n" s2 I# H: x( s19、要看“正当的决策”是什么，而不是“人能接受的”是什么。
One has to start out with what is right than whatis acceptable.
20、我们应该将行动纳入决策当中，否则就是纸上谈兵。
A decision will not become effective unless theaction commitments have been built into the decision from the start.
21、有效的管理者都知道一项决策不是从搜集事实开始的，而是先有自己的见解。
# B1 D) \( U- T# K$ yPeople do not start out with the search for facts,they start out with an opinion.
22、决策的反面，是不做任何决策。
/ ]- P5 V7 w# u4 M  {0 L% E23、除非有不同的见解，否则就不可能有决策。
The first rule in decision-making is that one doesnot make a decision unless there is disagreement.
. S$ H  w  H1 d0 W. v24、有效的的管理者会问：“我是不是真需要一项决策？”
$ ^" W  b% K  f: d- h5 L% kThere is one final the effective decision-makerasks：“Is a decision really necessary?”
" `2 P; Q2 r; E2 Q8 ~' ]25、决策需要熬受痛苦
There is no inherent reason why decisions shouldbe distasteful.
26、有效管理者的自我发展，是组织发展的关键所在。
Self-development of the effective executive iscentral to the development of the organization.
9 A- O: @( w* o* P; r( b: o) K1 J: h27、智力、想像力及知识，都是我们重要的资源。但是，资源本身所能达成的是有限的，惟有“有效性”才能将这些资源转化为成果。
$ T1 y8 |2 W' ?* ]3 }$ {7 a+ rIntelligence, imagination, and knowledge areessential resources, but only effectiveness converts them into results.
5 o0 V) ^: ?: }* H8 q5 |& e信息来源网络，中国认证认可微信整理
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