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JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
JUST8DAYS (PETER DRUCKER)
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JUST8DAYS (PETER DRUCKER)

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  1. JUST8DAYS
  2. Peter Drucker
  3. the story of Peter Drucker is the story of management itself
  4. its the story of the rise of the modern corporation and the managers who organize work
  5. without his analysis its almost impossible to imagine the rise of dispersed, globe-spanning corporations
  6. druckers 39 books have been translated into more than thirty languages
  7. he is the co-author of a book on Japanese painting, and made eight series of educational films on management topics
  8. he also penned a regular column in the Wall StreetJournal for 20 years and contributed frequently to theHarvard Business Review, The Atlantic Monthly, and The Economist
  9. he continued to act as a consultant to businesses and non-profit organizations well into his nineties
  10. Drucker died 11.11.2005 in California
  11. 11.11.2005 + 8 days = 96 years
  12. Let’s imagine
  13. he has just 8 days to tell us smth...
  14. what would he DO or SAY?
  15. Let’s Drucker
  16. monday
  17. the leaders dont think ‘’I’’lidership
  18. the leaders dont think ‘’I’’lidership they think ‘‘we’’
  19. the leaders dont think ‘’I’’lidership they think ‘’we’’ they think ‘’team’’
  20. they understand their job to be to make the team functionlidership
  21. they understand their job to be to make the team functionlidership they accept responsibility and dont sidestep it, but ‘’we’’ gets the credit....
  22. they understand their job to be to make the team functionlidership they accept responsibility and dont sidestep it, but ‘’we’’ gets the credit.... this is what creates trust, what enables you to get the task done
  23. management is doing things right;leadership is doing the right things Peter Drucker
  24. mondaytuesday
  25. knowledge worker productivity demands that we ask the question: ‘’What is the task?’’knowledge worker
  26. knowledge worker productivity demands that we ask the question: ‘’What is the task?’’knowledge worker knowledge workers have to manage themselves. They have to have autonomy
  27. knowledge worker productivity demands that we ask the question: ‘’What is the task?’’knowledge worker knowledge workers have to manage themselves. They have to have autonomy continuing innovation has to be part of the work, the task and the responsibility of knowledge workers
  28. knowledge work requires continuousknowledge worker learning on the part of the knowledge worker, but equally continuous teaching on the part of the knowledge worker
  29. productivity of the knowledge worker is notknowledge worker - at least not primarily - a matter of the quantity of output. Quality is at least as important
  30. knowledge worker productivity requiresknowledge worker that the knowledge worker is both seen and treated as an ‘’asset’’ rather than a ’’cost’’
  31. making knowledge workers productive requires changes in attitude, not only on the part of the individual knowledge worker, but on the part of the whole organization Peter Drucker
  32. monday tuesdaywednesday
  33. practicing self-developmenttotal life
  34. practicing self-development identifying and developing your unique strengthstotal life
  35. practicing self-development identifying and developing your unique strengthstotal life creating a parallel or second career
  36. practicing self-development identifying and developing your unique strengthstotal life creating a parallel or second career exercising your generosity
  37. practicing self-development identifying and developing your unique strengthstotal life creating a parallel or second career exercising your generosity teaching and learning
  38. the purpose of the work on making the future is not to decide what should be done tomorrow,but what should be done today to have a tomorrow Peter Drucker
  39. monday tuesdaywednesdaythursday
  40. decisions are made at every level of the organization, beginning with individualmake decision professional contributors and frontline supervisors
  41. these apparently low-level decisions aremake decision extremely important in a knowledge-based organization
  42. knowledge workers are supposed to knowmake decision more about their areas of specialization
  43. make decision making good decisions is a crucial skill at every level
  44. it needs to be taught explicitly to everyonemake decision in organizations that are based on knowledge
  45. most discussions of decision making assume that only seniorexecutives make decisions or that only senior executives decisions matter. this is a dangerous mistake Peter Drucker
  46. monday tuesdaywednesdaythursday friday
  47. focus on achievement—not moneystart where u r
  48. focus on achievement—not money make time for thinkingstart where u r
  49. focus on achievement—not money make time for thinking practice “systematic abandonment”start where u r
  50. focus on achievement—not money make time for thinking practice “systematic abandonment”start where u r volunteer your time and talent
  51. focus on achievement—not money make time for thinking practice “systematic abandonment”start where u r volunteer your time and talent become a mentor
  52. focus on achievement—not money make time for thinking practice “systematic abandonment”start where u r volunteer your time and talent become a mentor learn the art of leisure
  53. focus on achievement—not money make time for thinking practice “systematic abandonment”start where u r volunteer your time and talent become a mentor learn the art of leisure be the CEO of your own life
  54. take a deep breath and don’t expect everything to happen at oncestart where you are and move towards your total life one step at a time Peter Drucker
  55. weekend
  56. .................... .......... ..........
  57. weekend is time toREST and RELAX
  58. Monday (day 8)
  59. what would he SAY?
  60. what the f*ck!
  61. what the f*ck! yeah babe!
  62. what the f*ck! yeah babe! +1
  63. what the f*ck! yeah babe! +1where is a party?
  64. joking :)
  65. Monday (day 8)
  66. this day, he would listen what others say about him
  67. the world knows he was the greatest management thinker of the last century Jack Welch, GE
  68. he was the creator and inventor of modern management Tom Peters
  69. consequently, simple statements from him have influenced untold numbers of daily actions; they did mine over decades Andrew S. Grove
  70. 1909 - 2005
  71. Drucker never fit into the buttoned-down stereotype of a managementconsultant
  72. he always favored bright colors: a bottle-green shirt, a knit tie, aroyal blue jacket with a blue-on-blue shirt, or simply a woolenflannel shirt and tan trousers
  73. Drucker always worked from a home office filled with books andclassical records on shelves that groaned under their weight
  74. he never had a secretary and usually handled the fax machine andanswered the telephone himself
  75. he was something of a phone addict, he admitted
  76. Peter Drucker
  77. de si gn by va dim be ks ha ns kiy

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