What makes an effective executive (Record no. 8613)

MARC details
000 -LEADER
fixed length control field 01959nam a2200157Ia 4500
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20250117103940.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 250117s9999 xx 000 0 und d
020 ## - INTERNATIONAL STANDARD BOOK NUMBER
International Standard Book Number 9781633692541
082 ## - DEWEY DECIMAL CLASSIFICATION NUMBER
Classification number 658.49DRU
100 ## - MAIN ENTRY--PERSONAL NAME
Personal name Drucker, Peter F.
245 #0 - TITLE STATEMENT
Title What makes an effective executive
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc. Boston
Name of publisher, distributor, etc. Harvard Business Review Press
Date of publication, distribution, etc. 2017
300 ## - PHYSICAL DESCRIPTION
Extent v, 48p. ; 17 cm.
520 ## - SUMMARY, ETC.
Summary, etc. An effective executive does not need to be a leader in the typical sense of the word. Peter Drucker, the author of more than two dozen Harvard Business Review articles, wrote that some of the best business and nonprofit CEOs he worked with over his 65-year consulting career were not stereotypical leaders. They ranged from extroverted to nearly reclusive, from easygoing to controlling, from generous to parsimonious. What made them all effective is that they followed the same eight practices: They asked, "What needs to be done?" and "What is right for the enterprise?" They developed action plans. They took responsibility for decisions and for communicating. They were focused on opportunities rather than problems. They ran productive meetings. And they thought and said "we" rather than "I." The first two practices provided them with the knowledge they needed. The next four helped them convert this knowledge into effective action, for knowledge is useless to executives until it has been translated into deeds. The last two ensured that the whole organization felt responsible and accountable. Effective executives know that they have authority only because they have the trust of the organization. This means they must think of the needs and opportunities of the organization before they think of their own. Drucker also suggests a ninth practice that's so important, he elevates it to the level of a rule: Listen first, speak last. Effectiveness is a discipline. And, like every discipline, it can be learned and must be earned
650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Executive ability.
Holdings
Withdrawn status Lost status Damaged status Not for loan Home library Current library Date acquired Total checkouts Full call number Barcode Date last seen Price effective from Koha item type
        UONGOZI Institute Resources Centre - Dar es Salaam UONGOZI Institute Resources Centre - Dar es Salaam 01/17/2025   658.49DRU 008184 01/31/2025 01/17/2025 Book