The Effective Executive
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Classic book on management.
Internet Archive - [1]
Notes
- If there is confusion on what results should be, there is no results. P55
- Know thyself. Know thy time. P.52
- Work force is too large if more than a small Amount of time is spent managing friction
- P38 What do I do to you that wastes your time without adding to your effectiveness? To ask this without being afraid of the truth is a mark of an effective executive
- Five things. EE know where their time goes. They gear their efforts for results, not work. They build on strengths. They focus and prioritize. Make effective decisions - based on strategy.
- Effectiveness requires competence, not special talent.
- Effectiveness means getting the right things done p22
- There is no effective personality. Effectiveness is learned.
- Point: skill and knowledge are rare, thus increasing effectiveness from people of mediocre skill or knowledge is the game of being an effective executive, in the broad sense.
- Operations research people were supposed to be polymaths, but then their deep skill would be wasted on operations? P19
- But we do have ample supply of the incompetent
- We could use people of broader knowledge. We certainly could use people of much greater abilities in many places. But not much can be done with further effort in these 2 areas. P18. Bullshit.
- Brilliant men are often strikingly ineffectual - p11
- Manual work - doing things right rather getting the right things done.
- The greatest wisdom not applied to action is meaningless data -p5
- You can manage no one yet be an executive p8
- Execs - make decisions of impact upon results
- Because of 4 affordances of the corporation, the exec should assume that he will be ineffective, unless special means are taken to become effective.