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]
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9 K' U: D4 r) `6 o/ [1、管理者，就必须卓有成效。
To be effective，is the job of the executive
6 v& u% M0 N- v2、“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
" H6 \! M+ R- A+ O$ e& }9 zEffectiveness can be learned.
4、卓有成效是一种习惯,是不断训练出来的综合体.
Effectiveness is a habit; that is a complex ofpractices.
5、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”.
. ~/ A+ M5 r! }9 r  q3 N; QThe man who focuses on contribution and who takesresponsibility for results, no matter how junior, is in the most literal senseof the phrase,“top management”.
  m- P! {" M% m, l7 ~  {6、谁必须利用我的产出，以使我的产出卓有成效？
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。
9 c; A) F( T' C! eThe effectiveness executive knows that to getstrength one has to put up with weakness.
: u: A- e- L' h9 }( b$ o5 `$ O8、有效的管理者用人，是着眼于机会，而非着眼于问题。
They focus on opportunity in their staffing-not onproblems.
/ E. b8 u8 A1 k$ e- g- X9、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。
( B( x- T% Y. y+ j" ?Making the strength of the boss productive is akey to the subordinate’s own effectiveness.
2 v5 s# G+ `2 C  ^10、有效的管理者会顺应自己的习性，不会勉强自己
the effective executive tries to be himself, hedoes not pretend to be someone else,
0 _. u; s- j( ~8 E6 k1 c11、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。
They concentrate their own time and energy as wellas that of their organization-on doing one thing at a time, and on doing firstthings first.
; z& \0 }. s8 ]2 u) c12、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
, }6 R+ k! }% e: Q- W: pThe effective executive will slough off an oldactivity before he starts on a new one.
: v& \# K9 T8 X5 b14、决定优先要点的原则
重将来而不重过去
! v; q: J; Z2 T, d! J: N  L# X重机会而不只看到困难
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
15、“专心”是一种勇气，敢于决定真正该做和真正先做的工作。
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。
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。
They want impact rather than technique, they wantto be sound rather than clever.
1 M- _4 U; @9 n8 `18、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？
/ d- P8 R6 H8 g$ p5 S* _The first question the effective decision-makerasks is：“Is this a generic situation or an exception？”
( ?' q$ l# P0 y+ A19、要看“正当的决策”是什么，而不是“人能接受的”是什么。
( u1 v  {; [! N# D0 e* vOne 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.
3 j+ P; B& E+ i- l9 ]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。
People do not start out with the search for facts,they start out with an opinion.
8 C/ V, `1 e6 ~: b( i# P22、决策的反面，是不做任何决策。
23、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.
6 ~( k! X' y' C7 Z! C) [3 X24、有效的的管理者会问：“我是不是真需要一项决策？”
There is one final the effective decision-makerasks：“Is a decision really necessary?”
25、决策需要熬受痛苦
5 |2 _2 T" b( A$ ~4 L2 r( T3 q7 H! DThere 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。
  K+ Z! W( c2 f5 k* d& m- A: eSelf-development of the effective executive iscentral to the development of the organization.
27、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。
9 \, y( Z' i" p" ?, h! NIntelligence, imagination, and knowledge areessential resources, but only effectiveness converts them into results.
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