The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
Peter DruckerRead
The manager is a servant. His master is the institution he manages and his first responsibility must therefore be to it.
Interpretation
A manager should prioritize the needs of the institution they serve above their own interests.
This quote emphasizes the fundamental role of a manager as a servant leader, suggesting that their primary duty is to the organization and its mission. By serving the institution effectively, a manager fosters an environment that can thrive, ultimately benefiting both the employees and the overarching goals of the organization.
In practice
In a speech about leadership styles, one might quote Drucker to stress the importance of servant leadership.
The purpose of an organization is to enable ordinary humans beings to do extraordinary things.
In the Western tradition, we have focused on teaching as a skill and forgotten what Socrates knew: teaching is a gift, learning is a skill.
We now accept the fact that learning is a lifelong process of keeping abreast of change. And the most pressing task is to teach people how to learn.
The basic economic resource - the means of production -_x000D_ _x000D_ is no longer capital, nor natural resources, nor labor._x000D_ _x000D_ It is and will be knowledge.
Unless commitment is made, there are only promises and hopes... but no plans.
The strength of the computer lies in its being a logic machine. It does precisely what it is programed to do. This makes it fast and precise. It also makes it a total moron; for logic is essentially stupid.
You need to plan the way a fire department plans: it cannot anticipate where the next fire will be, so it has to shape an energetic and efficient team that is capable of responding to the unanticipated as well as to any ordinary event.
For the sake of the troops, for the love of the troops, we must not add yet another casualty to this war. We must not let truth be a casualty of this war.
It take 15,000 casualties to train a major general.
The easiest and quickest path into the esteem of traditional military authorities is by the appeal to the eye, rather than to the mind. The `polish and pipeclay' school is not yet extinct, and it is easier for the mediocre intelligence to become an authority on buttons, than on tactics.
Teamwork does not come naturally. Let's face it. We are born with certain inclinations, but sharing isn't one of them.
Never forget that no military leader has ever become great without audacity.
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