Rating: 
Summary: More than 30 years old, but very true
Review: Although Drucker wrote EFFECTIVE EXECUTIVE more than 30 years ago, the principles of decision making are still relevant today, if not more so. The effective executive. . . 1) Knows where their time goes. Time is the most valuable resource and is inelastic. It must be managed. What has priority? What is better left undone? What can be outsourced? 2) Focuses on results (not effort) by asking:
"What do I do that justifies my being on the payroll?" (pg 53). 3) Staff to people's strength (not the absence of weakness).
There is no such thing as a "good man". Good at what? Likewise, a person is hired to produce results, not to please a superior, or blend in. 4) Fills the job with the right person (not fits the job to the available person). Jobs in the organization are interdependent; if one changes, it will affect another. Also, "To tolerate diversity, relationships must be task-focused rather than personality focused." (pg 77) 5) Tries to be himself / herself (not someone else). (S)He looks for patterns in their performance, and focus on their strengths. "Feed the opportunities and starve the problems." (pg 98) 6) Concentrates on one effort at a time. (not multi-tasking)
It is hard enough to do one thing right. 7) Concentrates on important and strategic decisions (not a great number of small, reactionary decisions). Many problems were created in the past, and solving them only re-establishes the status quo. It is better to seek opportunities than just fix problems. 8) Makes decisions based on dissenting opinions (not pseudo facts and pre-judgements) Use other's opinions to form a case for each side. 9) Acts or does not act (no hedging or compromise)
Rating:
Summary: More than 30 years old, but very true
Review: Although Drucker wrote EFFECTIVE EXECUTIVE more than 30 years ago, the principles of decision making are still relevant today, if not more so. The effective executive. . . 1) Knows where their time goes. Time is the most valuable resource and is inelastic. It must be managed. What has priority? What is better left undone? What can be outsourced? 2) Focuses on results (not effort) by asking:
"What do I do that justifies my being on the payroll?" (pg 53). 3) Staff to people's strength (not the absence of weakness).
There is no such thing as a "good man". Good at what? Likewise, a person is hired to produce results, not to please a superior, or blend in. 4) Fills the job with the right person (not fits the job to the available person). Jobs in the organization are interdependent; if one changes, it will affect another. Also, "To tolerate diversity, relationships must be task-focused rather than personality focused." (pg 77) 5) Tries to be himself / herself (not someone else). (S)He looks for patterns in their performance, and focus on their strengths. "Feed the opportunities and starve the problems." (pg 98) 6) Concentrates on one effort at a time. (not multi-tasking)
It is hard enough to do one thing right. 7) Concentrates on important and strategic decisions (not a great number of small, reactionary decisions). Many problems were created in the past, and solving them only re-establishes the status quo. It is better to seek opportunities than just fix problems. 8) Makes decisions based on dissenting opinions (not pseudo facts and pre-judgements) Use other's opinions to form a case for each side. 9) Acts or does not act (no hedging or compromise)
Rating: 
Summary: Impressive
Review: An outstanding book with the key word in the title being "effective". Having spent several years working in large corporations and having dealt with many types of managers and executives I am able to count on one hand the ones I have been associated with who were actually "effective" in their respective positions. A must read for anyone currently in an executive management position or aspiring to become any type of manager.
Rating:
Summary: Dated, but important and in readable length
Review: As previous reviewers have said, this book was written about 1965. So the examples are not the most up-to-date possible. But the content remains EXTREMELY sound, and the book is brief enough that even busy executives should not be put off by the time investment needed to read it. I highly recommend the book.
Rating:
Summary: Life-changing; a must read for any business person
Review: Do you want to know how to manage your boss? Do you want to know how to evaluate talent and make the best of it? Do you want to know how to best manage your time and your priorities? Then read this book. The answers will surprise you in their profound simplicity.
Rating:
Summary: Go to the Head of the Class with This Great Leadership Book
Review: First of all, if you're looking for a highly detailed review of the content of this book, nope, wrong place! I review books with the enjoymnet factor being of number 1 importance. What I learn after my enjoymnet comes next. There's another review of this title that you can read for high level stimulation. So, let's get going... I liked this book a lot, how's that for intellectual. It reads well, I was entertained and I learned a lot more then I expected, which is good for I planned on learning a lot about becoming an effective executive. But history lessons, hey, this is a bonus. Mr. Drucker uses, as have other leadership teachers, many important history lessons of this century to illustrate his effective executive points. He includes life adventures of Gen. Marshall, Presidents Roosevelt and Kennedy, even Bach, Mozart, Verdi and Haydn to illustrate points. One of my favorite comments is from Chapter 5 (First Things First), "Executives can hardly assume that they are 'executive Mozarts'". No more hints, you'll understand when you read the book. The chapter addressing "The Elements of Decision Making" is the best of the book, although the others are not far behind. If you are in the market for a book on executive leadership, you better put this close to the top of your short reading list. If you are searching for an insightful look at some 20th Century history, then this is a good stop for the political scientist. Whatever your reason, buy and read this book, and see how it helps you become a more decisive and better leader, oops, "Executive".
Rating:
Summary: Short book packed with helpful information
Review: Hands down the best management book I have ever read. This classic book (written in 1967) is still true today (interesting how some things don't change). Drucker has a great writing style and makes things clear and easy to understand. This is a short book but packed with helpful information for any knowledge worker.
Rating:
Summary: Being a Help Rather Than a Bother
Review: Have you ever run into executives who create more harm than good? Do you realize that some people may see you that way, at least in some situations. One of the most famous quotes by Peter Drucker is that he sometimes refers to himself as an "insultant" rather than a consultant. His straight talk in this book will direct you onto the right path for helping your organization accomplish more. Peter Drucker begins this book by pointing out that there is no science of how to improve executive effectiveness, nor any naturally-occurring effective executives. The redeeming point of this problem is that he argues that executive effectiveness can be learned. The principles begin with a focus on time management. We can get greater quantities of every other resource we need, except time. Drucker reports that executives spend their time much differently than they think they do and much differently than they would like to. His solution is to begin by measuring how you spend your time, and compare it with an ideal allocation. Than begin to systematically get rid of the unimportant in favor of the important. His suggestions include stopping some things, delegation, creating policy decisions to replace ad hoc decisions, staying out of things that others should do, and so forth. Any student of time management will recognize the list he suggests. One of the best points is to give yourself large blocks of uninterrupted time to do more significant tasks. He also cautions us not to cut down on time spent with other people. If an hour is required, don't try to do it in 15 minutes. Next, Drucker argues that we should focus on what will make a difference rather than unimportant questions. Otherwise, we will fill our time with motion rather than proceeding towards results. Beyond that, he points out that we have to build on our own strengths and those of the people in our organization. That is how we can outperform the competition and accomplish much more. We also need to be systems thinkers, getting to the core of the issue first. If you would like to know more about that subject, look at The Fifth Discipline. For example, if you are weak on new products, you need to work on the new product development process before fine-tuning your marketing. If you reverse the order of these activities, your results will be far less. Perhaps the best section in the book has to do with executive decision-making, when to make a decision, about what, and what principles to apply. If you only read this section, you would be well rewarded for studying this fine book. I especially liked the familiar Drucker use of important historical examples to make his points. You'll remember the principles better because the examples are so vivid. Although this book was written some time ago, it retains the strength of its insight today. Truly , this is a timeless way to achieve greater effectiveness. You may be concerned about how you are going to learn to apply these concepts. That is actually quite easy. Drucker provides questions in each section that will guide you, step-by-step, to focus your attention on the most promising areas. If you only read one book about how to improve your personal effectiveness as an executive, you will find this to be a rewarding choice. If you liked what Peter Drucker had to say in this book, you may want to read his latest book, Management Challenges for the 21st Century, to get your agenda for using the skills you developed from The Effective Executive.
Rating:
Summary: Being a Help Rather Than a Bother
Review: Have you ever run into executives who create more harm than good? Do you realize that some people may see you that way, at least in some situations. One of the most famous quotes by Peter Drucker is that he sometimes refers to himself as an "insultant" rather than a consultant. His straight talk in this book will direct you onto the right path for helping your organization accomplish more. Peter Drucker begins this book by pointing out that there is no science of how to improve executive effectiveness, nor any naturally-occurring effective executives. The redeeming point of this problem is that he argues that executive effectiveness can be learned. The principles begin with a focus on time management. We can get greater quantities of every other resource we need, except time. Drucker reports that executives spend their time much differently than they think they do and much differently than they would like to. His solution is to begin by measuring how you spend your time, and compare it with an ideal allocation. Than begin to systematically get rid of the unimportant in favor of the important. His suggestions include stopping some things, delegation, creating policy decisions to replace ad hoc decisions, staying out of things that others should do, and so forth. Any student of time management will recognize the list he suggests. One of the best points is to give yourself large blocks of uninterrupted time to do more significant tasks. He also cautions us not to cut down on time spent with other people. If an hour is required, don't try to do it in 15 minutes. Next, Drucker argues that we should focus on what will make a difference rather than unimportant questions. Otherwise, we will fill our time with motion rather than proceeding towards results. Beyond that, he points out that we have to build on our own strengths and those of the people in our organization. That is how we can outperform the competition and accomplish much more. We also need to be systems thinkers, getting to the core of the issue first. If you would like to know more about that subject, look at The Fifth Discipline. For example, if you are weak on new products, you need to work on the new product development process before fine-tuning your marketing. If you reverse the order of these activities, your results will be far less. Perhaps the best section in the book has to do with executive decision-making, when to make a decision, about what, and what principles to apply. If you only read this section, you would be well rewarded for studying this fine book. I especially liked the familiar Drucker use of important historical examples to make his points. You'll remember the principles better because the examples are so vivid. Although this book was written some time ago, it retains the strength of its insight today. Truly , this is a timeless way to achieve greater effectiveness. You may be concerned about how you are going to learn to apply these concepts. That is actually quite easy. Drucker provides questions in each section that will guide you, step-by-step, to focus your attention on the most promising areas. If you only read one book about how to improve your personal effectiveness as an executive, you will find this to be a rewarding choice. If you liked what Peter Drucker had to say in this book, you may want to read his latest book, Management Challenges for the 21st Century, to get your agenda for using the skills you developed from The Effective Executive.
Rating:
Summary: On Being Competent and Possessing Good Judgment
Review: I always learn a lot from Drucker. Every single book he has written has become a classic in its own right, with basic prescriptions for many problems one often comes across in business and in life. Although his book Innovation and Entrepreneurship is my all-time favorite, The Effective Executive, at least for me, is a very close second.
Drucker starts by defining who and what the executive is, and places him (and increasingly her) in the most appropriate context. He is very careful to distinguish the executive from the more typical laborer. Essentially, Drucker tells us that the executive is someone who is paid for what he or she knows, and not what he or she does. The executive is supposed to know, for any situation, the following: what is the right thing to do, how to do it, and how to do it effectively. Once this is identified, the executive has to make certain that those who do the right thing can do it well. That is essentially the difference between management and labor.
Some executives do manage and supervise, as these terms are traditionally used, but an executive has to do more than this. He or she has to identify problems and opportunities, and in the case of problems, solve them, while in the case of opportunities, marshal all available resources to pursue them. While decision-making is part of the executive's domain, it is what goes into the decision-making that is critical. The real task of the executive is to think, make judgements, take focused action and ultimately bear the consequences of his or her actions. In too many institutions, whether they are universities, coporations or government agencies, this action chain often breaks down, typically at the first step. More often than not, however, actions are de-coupled from (bearing) the consequences. As a result, Drucker spends a lot of time going over what it means to be an Effective Executive, as opposed to one of the many hangers-on who merely treads water and tries to curry favor through flattery, subterfuge or other devious and unsavory methods.
Drucker, I believe, is very likely the first to make the important distinction between effort and results. Lots of people work hard, put in long hours on the job, yet have nothing to show for their effort. Many will advance in rank and pay, but not based on merit, for they will get their promotions and pay raises based on time served. Results are the end-product of effort- be it large or small, but effort,no matter how great or how dedicated, does not necessarily lead to results, issues of what constitutes 'results' (or even 'effort') aside. This is why Drucker admonishes one to occupy himself or herself with results, and not efforts. That said, Drucker emphasizes that every executive looking to be a better executive should spend a little time thinking about where his or her most important resource- time, goes.
Speaking of resources, Drucker also states that the two most important resources in any organization are knowledge and time. Painful experience forces me to agree with his assertion. The two once combined can equal favorable and positive results, if combined properly. However, both of these resources have to be put to work through an organization, and with the assistance of other (hopefully like-minded) people. The danger here is not that knowledge and time will be mis-applied, but that first, knowledge within an organization will go unutilized and second that some knowledge, such as that internal to the organization, will take precedence over the information and knowledge coming from the outside. Too many institutions have grown stale simply because they have consciously chosen to emphasize what is going on inside the organization than what is occuring on the outside, and acting upon it. Once again, painful experience forces me to agree with this brilliant insight.
However, Drucker also points out that information and knowledge exist pretty much outside of the organization, and for this he gets my undying respect. People are the source of all knowledge, and in the global economy, people are mobile, so all knowledge, to some extent, will also be mobile. An institution's success or failure then hinges on what comes through and walks out of the door every day. This valuable insight ties into Drucker's last admonishment- focus on contribution. Every executive should ask: 'What can I contribute of value?'; however, this question should be considered well within the context of the organization. Yet again, painful experience forces me to admit that many institutions have specifically organized themselves so as not to have its personnel contribute something of value, no matter what their mission statements profess. In such situations, it is best for the effective executive or those wishing to become effective executives to part ways with such an institution.
But fear not, while the book is a thinly veiled extended lecture on the importance of competence and good judgment in business relations, these things can be learned. The path to becomig an effective executive demands some tribute upon the Altar of Bad Experience, but as for the rest, you can acquire it through careful study of history, anecdotal experience and the exercise of a few simple habits to be found in the book. As Will Rogers once said, "Good judgment comes from experience. And a lot of experience comes from bad judgment."
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