200511

1954


20051111
95

19091119
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.
..
..
CEO.

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19091119

19381967

1931
1942

1946

1954

2
1966

1973

2002620W

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30
Drucker
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90

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19541973

1939
39
Effective Executive in Action20061

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IBM

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SMART
SPECIFIC

MEASURABLE

ATTAINABLE

RELEVANT

TIME-BASED

4-3

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1.

2.
AT&T

3.
ServiceMaster

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1954
Management By ObjectivesMBO

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1
1
To be effectiveis the job of the executive
2""

"Know Thy Time" if he wants to and be well on the

road toward contribution and effectiveness.
3
Effectiveness can be learned.
41

2
4
Effectiveness is a habit that is a complex of practices.

5
"".
The man who focuses on contribution and who takes
responsibility for results no matter how junior is in
the most literal sense of the phrase"top management".
6
Who has to use my output for it to become effective

42

3
7

The effectiveness executive knows that to get strength one has

to put up with weakness.
8
They focus on opportunity in their staffing-not on problems.
9

Making the strength of the boss productive is a key to the

subordinate's own effectiveness.
43

4
10the effective

executive tries to be himself he does not pretend to be

someone else
11

They concentrate their own time and energy as well as that of

their organization-on doing one thing at a time and on doing
first things first.

12
To commit today's resources to the future.
44

5
13
The effective executive will slough off an old activity before he
starts on a new one.
14

15""
Concentration-that is the courage to impose on time and

events his own decision as to what really matters and comes

first.
45

6
16

Effective executives do not make a great many decisions. They

concentrate on the important ones.
17

They want impact rather than technique they want to be

sound rather than clever.
18

The first question the effective decision-maker asks is"Is this

a generic situation or an exception"
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7
19""""

One has to start out with what is right than what is acceptable.
20
A decision will not become effective unless the action

commitments have been built into the decision from the start.
21

People do not start out with the search for facts they start out
with an opinion.

47

8
22

23
The first rule in decision-making is that one does not
make a decision unless there is disagreement.

24""
There is one final the effective decision-maker asks
"Is a decision really necessary"
25There is no inherent reason
why decisions should be distasteful.
48

9
26

Self-development of the effective executive is central to the

development of the organization.
27
""
Intelligence imagination and knowledge are essential
resources but only effectiveness converts them into results.
28
The needs of large-sacle organization have to be satisfied by
common people achieving uncommon performance.

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1945The Concept of the Corporation

societycommunity

management

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1954
1954The Practice of
Management
discipline

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1967

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(Management:
Tasks, Responsibilities, Practices1973)

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1979

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20

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1982

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1985

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21
21(Management
Challenges for the 21st Century)

1912

(Mayo Clinic)

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21

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500

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