Review of the Effective Executive Essay Example

and make sound decisions. Drucker emphasizes that time is a scarce resource that must be managed above all else. He describes the unique characteristics of time that make it so crucial, including its inelastic supply, perishability, inability to be stored, and irreplaceable nature. All work is performed within and uses up time.

In this passage, Drucker discusses two main points. Firstly, he explains that time wasters can be caused by lack of system, overstaffing, bad organization structure, or malfunction in information. This emphasizes the significance of time management. Secondly, he emphasizes the importance of focusing on contributions and results instead of efforts. He also discusses the four necessary components of effective human relations, including communication.

On page 98, Drucker emphasizes the importance of three areas in organizations: teamwork, self-development, and development of others. He advises effective executives to focus on building on strengths and starving problems. Drucker also provides four rules for staffing from strength.

To be effective executives, there are certain things that need to be done. Firstly, the job should be well designed and challenging to bring out strengths, while weaknesses should be tolerated. Secondly, an appraisal policy should be established to measure performance. Lastly, it is important to prioritize tasks and focus on areas where superior performance will produce outstanding results, according to Drucker.

Effective executives assign tasks that are worthwhile, while also recognizing which tasks are not worth pursuing. They determine whether an activity will add value, and if the answer is no, the activity is either dropped or reduced. Jack Welsh, a well-known CEO in America and the head of GE, used this practice to eliminate businesses that didn't rank number

one or two in their industries.

Drucker stresses the importance of making effective decisions, which involve judgment and choosing between options. He believes that disagreement leads to alternatives and encourages creativity. According to Drucker, before making a decision, it's crucial to have different opinions. This concept is highlighted on page 148 of his book. This is one of his most valuable books, as it offers concise lessons on what effective executives, leaders, and managers need to do. Despite its slim size (less than 200 pages), it covers a complete course in management.

This book provides practical and concise ideas that can be implemented immediately, making it particularly helpful for those transitioning from technical roles to management. A key benefit of the book is its emphasis on dedicating uninterrupted blocks of time for important tasks, while cautioning against reducing time spent with colleagues. It not only teaches about setting priorities, but also how to do so effectively. The book covers decision-making fundamentals and emphasizes the significance of having a method for decision-making.

According to Drucker, our focus should be on significant matters instead of insignificant ones. Additionally, we must utilize our own strengths and those of our organization to surpass the competition and achieve greater success. It is important to think systematically and address the root cause of problems. For example, if new product development is a weakness, we should prioritize improving that process before refining our marketing strategies.

Within this book, Drucker offers valuable resources for knowledge workers who seek greater effectiveness in management. One notable feature includes a series of questions and step-by-step instructions that guide readers towards the most promising avenues for growth. Drucker's principles suggest that

every knowledge worker is an executive and that success lies in "getting the right things done." Although his approach is straightforward, following through on these concepts can be challenging. Without dedicated attention to Drucker's five recommended practices, executives risk falling into patterns of ineffectiveness. This can happen even to otherwise competent individuals, especially when they face impossible job demands or unquestioned assumptions. To overcome these challenges, leaders must draw on their own drive and energy while also cultivating the extraordinary dedication this book seeks to inspire.

In this book, I found two interesting pieces of information. The first is that successful executives do not multitask but focus on one task at a time to achieve optimal results. The second is that effective decisions are based on opinions rather than solely on facts, with the opinions of those around the executive being especially important. However, Drucker's ego may have affected his writing as he rarely acknowledges those who influenced him and when he does, it's usually individuals from whom he sought advice.

While it appears that he effortlessly generates a plethora of ideas, understanding the origins and connections to similar professionals would be advantageous. Drucker's model neglects motivation as an essential element in executive effectiveness and fails to examine what drives individuals to excel or how leaders and managers can inspire others. Despite my favorable view of the book, there are a couple of concerns with it, such as its antiquatedness demonstrated by numerous references suggesting that leadership and executive positions are exclusively for men.

My view is that the book would be better with only four points instead of five, since the initial two appear to repeat

each other. The book stresses the significance of leaders contributing value to their employing company and comprehending their position, which could have been presented as one point. I strongly suggest this book to executives and leaders accountable for guiding sole proprietorships, businesses, non-profit organizations, for-profit organizations, teams or groups.