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Danh ngôn của Peter Drucker (Sứ mệnh: 9)

The computer is a moron.
When a subject becomes totally obsolete we make it a required course.
Manners are the lubricating oil of an organization. It is a law of nature that two moving bodies in contact with each other create friction. This is as true for human beings as it is for inanimate objects.
Teaching is the only major occupation of man for which we have not yet developed tools that make an average person capable of competence and performance. In teaching we rely on the 'naturals', the ones who somehow know how to teach.
Business, that's easily defined - it's other people's money.
Never mind your happiness; do your duty.
Effective leadership is not about making speeches or being liked; leadership is defined by results not attributes.
People who don't take risks generally make about two big mistakes a year. People who do take risks generally make about two big mistakes a year.
Time is the scarcest resource and unless it is managed nothing else can be managed.
Trying to predict the future is like trying to drive down a country road at night with no lights while looking out the back window.
No institution can possibly survive if it needs geniuses or supermen to manage it. It must be organized in such a way as to be able to get along under a leadership composed of average human beings.
Management is doing things right; leadership is doing the right things.
Plans are only good intentions unless they immediately degenerate into hard work.
The best way to predict the future is to create it.
Rank does not confer privilege or give power. It imposes responsibility.
The most important thing in communication is hearing what isn't said.
So much of what we call management consists in making it difficult for people to work.
The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.
The only thing we know about the future is that it will be different.
My greatest strength as a consultant is to be ignorant and ask a few questions.
The purpose of a business is to create a customer.
Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
Today knowledge has power. It controls access to opportunity and advancement.
Few companies that installed computers to reduce the employment of clerks have realized their expectations... They now need more, and more expensive clerks even though they call them 'operators' or 'programmers.'
A manager is responsible for the application and performance of knowledge.
Most of what we call management consists of making it difficult for people to get their work done.
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.
Checking the results of a decision against its expectations shows executives what their strengths are, where they need to improve, and where they lack knowledge or information.
Making good decisions is a crucial skill at every level.
Suppliers and especially manufacturers have market power because they have information about a product or a service that the customer does not and cannot have, and does not need if he can trust the brand. This explains the profitability of brands.
The new information technology... Internet and e-mail... have practically eliminated the physical costs of communications.