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Frases de Peter Drucker
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Peter Ferdinand Drucker fue consultor y profesor de negocios, tratadista austriaco, y abogado de carrera, considerado el mayor filósofo de la administración del siglo XX. Fue autor de más de 35 libros, y sus ideas fueron decisivas en la creación de la Corporación Moderna. Drucker escribió múltiples obras reconocidas a nivel mundial, sobre temas referentes a la gestión de las organizaciones, sistemas de información y sociedad del conocimiento, área en la cual es reconocido como padre y mentor en conjunto con Fritz Machlup. Drucker dejó en sus obras la huella de su gran inteligencia y su incansable actividad. Hoy es considerado el padre del management como disciplina y sigue siendo objeto de estudio en las más prestigiosas escuelas de negocios. Wikipedia  

✵ 19. noviembre 1909 – 11. noviembre 2005
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Peter Drucker: 195   frases 24   Me gusta

Frases célebres de Peter Drucker

“Nadie debería ser nombrado para una posición directiva si su visión se enfoca sobre las debilidades, en vez de sobre las fortalezas de las personas.”

Peter Drucker

Fuente: La práctica del management (1954).

“Poco importa si el trabajador quiere tener responsabilidad o no. La empresa debe exigírsela.”

Peter Drucker

Fuente: La práctica del management (1954).

“No es posible forjar el mañana si uno no se despoja primero del ayer.”

Peter Drucker

Sin fuentes

“La libre empresa no puede justificarse únicamente por ser un buen negocio. Solo se puede justificar porque es buena para la sociedad.”

Peter Drucker

Fuente: La práctica del management (1954).

Peter Drucker Frases y Citas

“La mejor organización no asegura los resultados. Pero una estructura equivocada sería garantía de fracaso.”

Peter Drucker

Sin fuentes

Fracaso

“Los planes son solamente buenas intenciones a menos que degeneren inmediatamente en trabajo duro.”

Peter Drucker

Sin fuentes

“La mejor manera de predecir el futuro es creándolo.”

Peter Drucker

Sin fuentes

Futuro
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“Aprendí que cada vez que se logra algo, lo hace un monomaníaco con una misión.”

Peter Drucker
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“El primer paso para lograr que el trabajador logre es hacer que el trabajo sea productivo.”

Peter Drucker

“Primero, afirma que pocos factores son tan importantes para la actuación de la organización como la medición. Segundo, lamenta el hecho de que la medición sea el área más débil de la gestión en muchas empresas.”

Peter Drucker

Sin fuentes

Peter Drucker: Frases en inglés

“There is a definite trend in Italy and Germany to eliminate profit participation and the ownership rights of nonmanaging partners and shareholders.”

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Peter F. Drucker

Fuente: 1930s- 1950s, The End of Economic Man (1939), p. 150

“We no longer even understand the question whether change is by itself good or bad, …We start out with the axiom that it is the norm. We do not see change as altering the order… We see change as being order itself--indeed the only order we can comprehend today is a dynamic, a moving, a changing one.”

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Peter F. Drucker

Fuente: 1930s- 1950s, Landmarks of Tomorrow: A Report on the New 'Post-Modern' World (1959), p. 22

“A tool is not necessarily better because it is bigger. A tool is best if it does the job required with a minimum of effort, with a minimum of complexity, and with a minimum of power.”

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Peter F. Drucker

Fuente: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 224

“The prevailing economic theory of business enterprise and behavior, the maximization of profit—which is simply a complicated way of phrasing the old saw of buying cheap and selling dear—may adequately explain how Richard Sears operated. But it cannot explain how Sears, Roebuck or any other business enterprise operates, nor how it should operate. The concept of profit maximization is, in fact, meaningless.”

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Peter F. Drucker

Fuente: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 59 (1986 ; 45)

“It does not matter whether the worker wants responsibility or not, …The enterprise must demand it of him.”

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Peter F. Drucker

Fuente: 1930s- 1950s, The Practice of Management (1954), p. 304

“The subordinate's job is not to reform or reeducate the boss, not to make him conform to what the business schools or the management book say bosses should be like. It is to enable a particular boss to perform as a unique individual.”

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Peter F. Drucker

Fuente: 1990s and later, Managing for the Future: The 1990's and Beyond (1992), p. 138

“Tomorrow everybody - or practically everybody - will have had the education of the upper class of yesterday, and will expect equivalent opportunities. That is why we face the problem of making every kind of job meaningful and capable of satisfying every educated man.”

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Peter F. Drucker

Fuente: 1930s- 1950s, Landmarks of Tomorrow: A Report on the New 'Post-Modern' World (1959), p. 121

“A superior who works on his own development sets an almost irresistible example.”

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Peter F. Drucker

Fuente: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 2, p. 427

“To be a manager requires more than a title, a big office, and other outward symbols of rank. It requires competence and performance of a high order.”

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Peter F. Drucker

Fuente: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 2, p. 398

“Profit is not a cause but a result”

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Peter F. Drucker

Fuente: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 71

“A management decision is irresponsible if it risks disaster this year for the sake of a grandiose future.”

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Peter F. Drucker

Fuente: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 43

“That the government's power under the Taft-Hartley Act to stop a strike by injunction so clearly strengthens the hand of the employer--even though it is used only when a strike threatens the national health, welfare, or safety--is a grave blemish and explains much of union resistance to the Act.”

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Peter F. Drucker

1930s- 1950s, The New Society (1950)

“The postwar [WWII] GI Bill of Rights - and the enthusiastic response to it on the part of America's veterans - signaled the shift to the knowledge society. Future historians may consider it the most important event of the twentieth century.
We are clearly in the midst of this transformation; indeed, if history is any guide, it will not be completed until 2010 or 2020. But already it has changed the political, economic and moral landscape of the world.”

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Peter F. Drucker

Fuente: 1990s and later, Post-Capitalist Society (1993), p. 3

“The tool user, provided the tool is made well, need not, and indeed should not, know anything about the tool.”

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Peter F. Drucker

Fuente: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 2, p. 513

“Of course, every revolution repudiates what went on before and considers itself a conscious break with the past; it is only posterity that sees, or imagines it sees, the historical continuity. Fascism, however, goes much further in its negation of the past than any earlier political movement, because it makes this negation its main platform. What is even more important, it denies simultaneously ideas and tendencies which are in themselves antithetic.”

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Peter F. Drucker

Fuente: 1930s- 1950s, The End of Economic Man (1939), p. 13

“For the social ecologist language is not "communication." It is not just "message." It is substance. It is the cement that holds humanity together. It creates community and communication…. Social ecologists need not be "great" writers; but they have to be respectful writers, caring writers.”

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Peter F. Drucker

The Ecological Vision (1993)
1990s and later

“The arts alone give direct access to experience. To eliminate them from education - or worse, to tolerate them as cultural ornaments - is antieducational obscurantism. It is foisted on us by the pedants and snobs of Hellenistic Greece who considered artistic performance fit only for slaves…”

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Peter F. Drucker

Fuente: 1930s- 1950s, Landmarks of Tomorrow: A Report on the New 'Post-Modern' World (1959), p. 144

“Large organizations cannot be versatile. A large organization is effective through its mass rather than through its agility. Fleas can jump many times their own height, but not an elephant.”

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Peter F. Drucker

The Age of Discontinuity (1969)
1960s - 1980s

“Wherever an impact can be eliminated by dropping the activity that causes it, this is therefore the best-indeed the only truly good-solution.”

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Peter F. Drucker

Fuente: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 333

“[T]he enemy of totalitarian Nazism is not in the East. It is not Russian communism. The complete collapse of the belief in the attainability of freedom and equality through Marxist socialism has forced Russia to travel the same road toward a totalitarian, purely negative, noneconomic society of unfreedom and inequality which Germany has been following… During the last few years Russia has therefore been forced to adopt one purely totalitarian and fascist principle after the other; not, it must be emphasized, because of a ‘Stalinist conspiracy,” but because there was no other possibility.”

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Peter F. Drucker

Fuente: 1930s- 1950s, The End of Economic Man (1939), pp. 245-246

“We have only one alternative: either to build a functioning industrial society or see freedom itself disappear in anarchy and tyranny.”

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Peter F. Drucker

Fuente: 1930s- 1950s, The Future of Industrial Man (1942), p. 96

“That knowledge has become the resource, rather than a resource, is what makes our society "post-capitalist.”

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Peter F. Drucker

Fuente: 1990s and later, Post-Capitalist Society (1993), p. 45

“[[Management] has authority only as long as it performs.”

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Peter F. Drucker

Fuente: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 301

“Never underrate the boss! The boss may look illiterate. He may look stupid. But there is no risk at all in overrating a boss. If you underrate him he will bitterly resent it or impute to you the deficiency in brains and knowledge you imputed to him.”

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Peter F. Drucker

Fuente: 1990s and later, Managing for the Future: The 1990's and Beyond (1992), p. 140

“The world political system is till based on the concept of the national sovereign state. For the first time therefore, in three hundred years economy and sovereignty are becoming divorced from each other.”

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Peter F. Drucker

Fuente: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 3, p. 739

“As with every phenomenon of the objective universe, the first step toward understanding work is to analyze it.”

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Peter F. Drucker

Fuente: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 182

“[T]he ‘total state’ of fascism is not a political alignment within the existing political and social setup, but that it is a revolution which, like all revolutions, works from without.”

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Peter F. Drucker

Fuente: 1930s- 1950s, The End of Economic Man (1939), p. 9

“The fundamental reality for every worker, from sweeper to executive vice-president, is the eight hours or so that he spends on the job. In our society of organizations, it is the job through which the great majority has access to achievement, to fulfillment, and to community.”

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Peter F. Drucker

Fuente: 1930s- 1950s, The Practice of Management (1954), p. 327

“Free enterprise cannot be justified as being good for business. It can be justified only as being good for society.”

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Peter F. Drucker

Fuente: 1930s- 1950s, The Practice of Management (1954), p. 41

“Frederick W. Taylor was the first man in recorded history who deemed work deserving of systematic observation and study. On Taylor's 'scientific management' rests, above all, the tremendous surge of affluence in the last seventy-five years which has lifted the working masses in the developed countries well above any level recorded before, even for the well-to-do. Taylor, though the Isaac Newton (or perhaps the Archimedes) of the science of work, laid only first foundations, however. Not much has been added to them since – even though he has been dead all of sixty years.”

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Peter F. Drucker

Fuente: 1960s - 1980s, MANAGEMENT: Tasks, Responsibilities, Practices (1973), Part 1, p. 181