正版 卓有成效的管理者 英文原版 The Effective Executive 有效的执行 英文版管理学进口书 Drucker 彼得德鲁克谈高效能的5个习惯

书名：The Effective Executive 卓有成效的管理者
作者：Peter F. Drucker彼得·德鲁克
出版社名称：HarperCollins
出版时间：2006
语种：英文 
ISBN：9780060833459
商品尺寸：13.5 x 1.2 x 20.3 cm
包装：平装
页数：208 （以实物为准）

启蒙中国现代管理之书，终身受用的案头书，知识工作者必须卓有成效，卓有成效是可以学会的。
启蒙中国现代管理第1人
当今中国一代活跃着的组织zui近的眉睫的问题，正是德鲁克向我们描述的如何管理的问题。
超越时空的德鲁克，管理者永恒的导师。
他称自己是“社会生态学家”，他对社会学和经济学的影响深远，他的著作架起了从工业时代到知识时代的桥梁。

媒体评论：
“全世界的管理者都应该感谢这个人，因为他贡献了毕生的精力，来理清我们社会中人的角色和组织机构的角色，我认为彼得·德鲁克比任何其他人都更有效地做到了这一点。”  ——通用电气前首席执行官 杰克·韦尔奇

“在所有的管理学书籍中，德鲁克的著作对我影响很深。” ——微软总裁 比尔·盖茨

“德鲁克是我心中的英雄。他的著作和思想非常清晰，在那些狂热追求时髦的思想的人群中独树一帜。” ——英特尔主席 安迪·格鲁夫

“我们于1988年在行业中以劣势小厂的地位战胜许多优势大厂，摘取了中国冰箱史上的金牌，这枚金牌要归功于日清工作法，更要归功于德鲁克先生。” ——张瑞敏 海尔集团

“经典经得起时间考验，值得一读再读，常读常新。它帮你理清思路，从任何新事变中发掘本质，找到历史渊源。” ——邵明路 彼得·德鲁克管理学院创办人 德鲁克百年诞辰全球纪念活动共同主席

“德鲁克先生对于管理领域的贡献并不需要我们去做注释，但是对于中国的管理者来说，他的价值却难以估量。因为德鲁克先生，管理可以变得卓有成效；因为德鲁克先生，管理者释放了自己的价值。” ——华南理工大学教授 博士生导师 陈春花

What makes an effective executive?
The measure of the executive, Peter F. Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.
Drucker identifies five practices essential to business effectiveness that can, and must, be learned:
Managing time
Choosing what to contribute to the organization
Knowing where and how to mobilize strength for best effect
Setting the right priorities
Knitting all of them together with effective decision-making
Ranging widely through the annals of business and government, Peter F. Drucker demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious business situations.

Review
“The dean of this country's business and management philosophers.” --Wall Street Journal

“An imaginative book, arguing, for instance, for reliance on intuitions rather than 'facts'...a survival manual on how to escape organization traps.” --Christian Science Monitor

一群平凡人，能做出不平凡的事业吗？这是完全可以做到的。只要我们组织中的每一个人都能做到卓有成效。卓有成效可以学会吗？卓有成效是可以学会的。每个人都必须卓有成效吗？卓有成效是管理者必须做到的事，但是在所有的知识组织中，每一位知识工作者其实都是管理者——即使他没有所谓的职权，只要他能为组织做出突出的贡献。管理者的成效往往是决定组织工作成效的关键因素；并不是只有高级管理人员才是管理者，所有负责行动和决策而又有助于提高机构工作效能的人，都应该像管理者一样工作和思考。如何卓有成效？记录并分析时间的使用情况，把眼光集中在贡献上，充分发挥人的长处，要事优先，有效决策。
The Effective Executive《卓有成效的管理者》中，德鲁克集中论述了一个管理者如何做到卓有成效。这本书是德鲁克知名的管理学著作之一，倾注了德鲁克极大的心血。一位卓有成效的管理者，一般具有以下6个特征：（1）重视目标和绩效；只做正确的事情。（2）一次只做一件事情，并只做重要的事情。（3）作为一名知识工作者，他知道自己所能做出的贡献。（4）在选用高层管理者时，他注重的是出色的绩效和正直的品格。（5）他知道增进沟通的重要性；他有选择性地搜集所需要的信息。（6）他只做有效的决策。

彼得·德鲁克（1909-2005），管理学科开创者。他被尊为“大师中的大师”、“现代管理学之父”，他的思想传播影响了130多个国家；他称自己是“社会生态学家”；他对社会学和经济学的影响深远；他的著作架起了从工业时代到知识时代的桥梁。1909年彼得·德鲁克生于维也纳的一个书香门第，1931年获法兰克福大学国际法博士学位，1937年与他的德国校友多丽丝结婚，并移居美国，终身以教书、著书和咨询为业。在美国他曾担任由美国银行和保险公司组成的财团的经济学者，以及美国通用汽车公司、克莱斯勒公司、IBM公司等大企业的管理顾问。为纪念其在管理领域的杰出贡献，克莱蒙特大学的管理研究生院以他的名字命名；为表彰他为非营利领域所带来的巨大影响，国际慈善机构“救世军”授予德鲁克救世军“伊万婕琳·布斯奖”。他曾连续20年每月为《华尔街日报》撰写专栏文章，一生在《哈佛商业评论》上共发表38篇文章，至今无人打破这项纪录。他著述颇丰，包括《管理的实践》、《卓有成效的管理者》、《管理：使命、责任、实务》、《旁观者》等几十本著作，以30余种文字出版，总销售量超过600万册。其中《管理的实践》奠定了他作为管理学科开创者的地位，而《卓有成效的管理者》已成为全球管理者经典读物。他曾7次获得“麦肯锡奖”；2002年6月20日，获得当年的“总统自由勋章”，这是美国公民所能获得的很高荣誉。20世纪80年代，德鲁克思想被引入中国；2004年，德鲁克管理学进入中国的管理教育。2005年11月11日，德鲁克在加州克莱蒙特的家中溘然长逝，享年95岁。
Peter F. Drucker is considered the most influential management thinker ever. The author of more than twenty-five books, his ideas have had an enormous impact on shaping the modern corporation. Drucker passed away in 2005.

1. Effectiveness Can Be Learned卓有成效是可以学会的
2. Know Thy Time掌握自己的时间
3. What Can I Contribute? 我能贡献什么？
4. Making Strength Productive如何发挥人的长处
5. First Things First要事优先
6. The Elements of Decision-making决策的要素
7. EffectiveDecisions有效的决策
Conclusion: Effectiveness Must Be Learned结论：管理者必须卓有成效

To be effective is the job of the executive. “70 effect” and “to execute” are, after all, near-synonyms. Whether he works in a business or in a hospital, in a government agency or in a labor union,ina university or in the army, the executive is, first of all, expected to get the right things done. And this is simply that be is expected to be effective.
Yet men of high effectiveness are conspicuous by their absence in executive jobs. High intelligence is common enough among executives. Imagination is far from rare. The level of knowledge tends to be high. But there seems to be little correlation between a man’s effectiveness and his intelligence, his imagination or his knowledge. Brilliant men are often strikinglyineffectual; they fail to realize that the brilliant insight is not by itself achievement. They never have learned that insights become effectiveness only through hard systematic work. Conversely, in every organization there are some highly effective plodders. While others rush around in the frenzy and busyness which very bright people so often confuse with “creativity,” the plodder puts one foot in front of the other and gets there first, like the tortoise in the old fable.
Intelligence, imagination, and knowledge arc essential resources, but only effectiveness converts them into results. By themselves, they only set limits to what can be attained.

WHY WE NEED EFFECTIVEEXECUTIVES
All this should be obvious. But why then has so little attention been paid to effectiveness, in an age in which there are mountains of books and articles on every other aspect of the executive’stasks?
One reason for this neglect is that effectiveness is the specific technology of the knowledge worker within an organization. Until recently, there was no more than a handful of these around.
For manual work, we need only efficiency; that is, the ability to do things right rather than the ability to get the right things done. The manual worker can always be judged in terms of the quantity and quality of a definable and discrete output, such as a pair of shoes. We have learned how to measure efficiency and bow to define quality in manual work during the last hundred years—to the point where we have been able to multiply the output of the individual worker tremendously.
Formerly, the manual worker—whether machine operator or front-line soldier—predominated in all organizations. Few people of effectiveness were needed: those at the top who gave the orders that others carried out. They were so small a fraction of the total work population that we could, rightly or wrongly, take their effectiveness for granted. We could depend on the supply of “naturals,” the few people in any area of human endeavor who somehow know what the rest of us have to learn the hard way.