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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* F$ u" I$ z2 S3 B, v1、管理者，就必须卓有成效。
% `" P: E; E9 ?To 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.
6 ]7 I# J2 ?+ Q/ g“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
) j7 |: j: b9 y( c- j1 I8 p1 @& g2 AEffectiveness can be learned.
) E3 z/ a2 y3 z( G1 p4、卓有成效是一种习惯,是不断训练出来的综合体.
: b) ~7 \+ l: O  fEffectiveness is a habit; that is a complex ofpractices.
: L) ~+ k8 b) c3 y! M5、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”.
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。
: |0 O  |1 f: L; {8 `9 T8 [0 S# }The effectiveness executive knows that to getstrength one has to put up with weakness.
! U+ [  x) j4 W3 I2 |7 h8、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.
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.
/ p  Y9 ]4 h% @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,
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。
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.
12、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。
$ o: j% l9 y" xTo commit today’s resources to the future.
4 a& R- l( }8 _5 L13、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
The effective executive will slough off an oldactivity before he starts on a new one.
4 ]9 b! E9 m/ C# f4 [* X14、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
选择自己的方向，而不跟随别人
& j: |3 z1 ~: _; ?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.
$ b) {& ~% f& }$ n% h5 S16、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。
; d$ Q" Y0 C( W6 h! v9 o, l4 vEffective executives do not make a great manydecisions.They concentrate on the important ones.
* k% [' h. ?5 [5 ?) y, u* i17、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.
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？
# {& u2 |; ]; MThe first question the effective decision-makerasks is：“Is this a generic situation or an exception？”
19、要看“正当的决策”是什么，而不是“人能接受的”是什么。
# _  y  A7 t* ?4 W' A  G3 IOne 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.
, u1 u! G" R: J$ Y21、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.
22、决策的反面，是不做任何决策。
* q' l" W, `& s23、除非有不同的见解，否则就不可能有决策。
+ d# N" m' S* T( C- W3 H5 oThe first rule in decision-making is that one doesnot make a decision unless there is disagreement.
5 x* b+ c6 |# e: b24、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?”
6 a9 Q8 l. t3 Y% z) t8 r  g25、决策需要熬受痛苦
/ ~: t' R, v+ Y' bThere 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.
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。
Intelligence, imagination, and knowledge areessential resources, but only effectiveness converts them into results.
信息来源网络，中国认证认可微信整理

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