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The Effective Executive | Presentation by Akash Behl
The document summarizes key points from Peter F. Drucker's book "The Effective Executive". It discusses how effectiveness can be learned, the importance of knowing one's time and priorities, making one's strengths productive, and elements of effective decision making. Some highlights include: - Effectiveness depends more on results than activities or costs. - Executives must focus on priorities and future opportunities rather than past problems or crises. - Staffing and designing jobs effectively involves focusing on people's strengths rather than weaknesses. - Effective decisions are based more on principles than facts or problem-solving and involve testing assumptions and alternatives.
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The Effective Executive | Presentation by Akash Behl
- 1. Presentation on The EffectiveExecutive By Peter F. Drucker SUBMITTED BY: AKASH BEHL CAE ANALYST MIDAS INFORMATION TECHNOLOGY CO., LTD.
- 2. Chapter 1 Effectiveness canbe learned Knowledge worker = executive if he is responsible for a contribution that materially affects the capacity of an organisation to perform and to obtain results. Most managers are executives (but not all) Knowledge work is defined by results (not by quantity and cost)
- 3. Executive realities Captive ofthe organization Operate till the result is unachieved Being within an “organization” Being “within” an organization
- 4. Organization Larger the organization,more burden on the executive Quality matters more than quantity
- 5. Success/failure of an organization It isdetermined by the change in trends Computeritis: Computers have a major role (shut out access to reality) Promise of effectiveness Broadification: Slight knowledge of every field is important Can effectiveness be learned? Know thy time What can one contribute? Productive strength First things first Effective decisions
- 6. Chapter 2: Knowthy time Effective executives do not start out planning The 3 star approach • Recording time • Managing time • Consolidating time The 3 resource s • Time • Capital • People Time is The scarcest and totally irreplace able
- 7. Effective Time Management Disposalof time in large chunks Take care of the Impact Time Relationship formation with a knowledge worker is very time consuming The span of control Fast decision making often results in wrong decisions Law of conservation of time
- 8. Systematic time management: •Identification and elimination of wastepaper basket activities • Delegation • Saving one from wasting others’ time Pruning the time wasters: • Seeking the recurrent crisis • Overstaffing • Mal-organization: Excess of meetings • Meetings: concession to deficient organizations • Information malfunction
- 9. Chapter 3 What CanI Contribute? Direct results Building of values and their reaffirmation Building and developing people for tomorrow More selfless approach towards the outside of the organization, towards customers and results Result oriented person is fairly more effective
- 10. Building And DevelopingPeople For Tomorrow Contribution helps to set a new level of highs not only for the executive but also for all the people he works with Most common failure: Unwillingness to change with the demands of a new position Higher the position of an executive, the larger will the outside loom in his contribution Biggest shortcoming is the inside focus on the company
- 11. Effective Executives FocusOn What the other fellow needs What the other fellow sees What the other fellow understands
- 12. The Effective Generalist Aspecialist who can relate his own small area to the universe of knowledge Knowledge in more than one area does not make one a generalist The contribution of a particular specialist should be presented in a form that is understandable to his fellow specialist
- 13. Human Relations 1. Contributionin their own work 2. Contribution in relationships with others 1. Warm feelings 2. Pleasant words
- 14. Human Relations • Communication •Team work • Self-development • Development of others Four basic requirements for effective human relations • An effective executive states at the outset of a meeting the purpose and contribution it is to achieve • The focus helps to create a team and propels the executive to think outside of the organization The effective meeting
- 15. Chapter 4 Making strengthproductive 3 available strengths in an organization: Strength of associates Strength of the superior One’s own strengths
- 16. Staffing From Strength Seekstrengths, maximize them Staffing to ‘avoid’ weakness brings mediocrity Strong people often have strong weaknesses too Subordinates are paid to perform and not to please their superiors Excellence in one major area is sought for The very strong are better off working on their own Seeking performance, not conformance Stay aloof and build a team of great diversity and thus, strength
- 17. Reasons For InsistenceOn Impersonal Jobs 1 • Human diversity (as dissent is needed for right decisions) 2 • Want of differences in temperament and personality 3 • Task focussed relationships (rather than personality focussed) 4 • Need of equity and impersonal fairness
- 18. 4 Rules ForEffective Staffing • Strength focussed • Do not notify weaknesses • Judge the character of a person • Measure performance • Man who is “good” for some one task • Two mediocrities < mediocrity • Make every gamble a rational one • Make the strength of every subordinate as productive as possible • Big • Demanding • Challenging • Have enough scope • Job is well designed • If not, do not seek for genius. Redesign the job • Test of organization: Make common people achieve uncommon performance Redesigning of jobs Don’t make the job too small Appraisal procedure Look for strengths, put up with weaknesses
- 19. Boss Management Finding hisstrengths Finding his ways of utilising these strengths Finding his ways of contributing Making the strengths and contributions effective
- 20. Ways to become effective Keep the leadership performance alwayshigh Neglect complaints about the inabilities, just concentrate on the strengths Know yourself : Your habits, personality traits and temperament Look upon yourself and the associates as an opportunity Try to be yourself Making Oneself Effective
- 21. Chapter 5 First ThingsFirst Sloughing off the past Periodic review of their and their associates’ work programs Get rid of all the inherited activities that have ceased to produce results Investments in managerial ego should be taken care of (yesterday’s success) Weight control: Sloughing off an old activity before starting on a new one
- 22. Ways To IncreaseEffectiveness The secret is concentration Concentrate time, effort and resources Doing one thing at a time Expecting the unexpected Allowing a time margin beyond what is actually required Keeping an easy and steady pace
- 23. Hiring People Bringing infresh people with fresh points of view New people hired to expand an already established activity New is started with people of tested and proven strength Systematic sloughing off of the old is the one and only way to force the new
- 24. Decision making 2 factorsare responsible for decision making: 1. The executive 2. The pressures Leaving control of priorities could have 2 implications: 1. Important tasks will be sacrificed 2. Work of top management does not get done Important features of pressures 1. Always favour yesterday 2. Does not pay attention to the outside 3. Always favour insides 4. Always favour crisis 5. Always favour the immediate and visible 6. Always favour urgent Priorities
- 25. Posteriorities It is decidingwhat tasks not to tackle Postpone=abandon Taking up a project that one had earlier postponed is very disturbing Risky: Ideas/tasks that have been relegated may turn out to be the opponent’s strengths Every posteriority is somebody else’s top priority
- 26. Important Rules ForIdentifying Priorities And Sloughing Off Posteriorities Courage>intelligent analysis Future>past Opportunity>problem New ways> orthodox ways Take risks and aim high > safe and secure approach
- 27. Chapter 6 The elementsof decision making Focus on the quality and not the quantity of decisions Focus on strategy and genius and not on “problem solving” Speed not being a major concern Know the underlying realities which a decision has to satisfy Want impact rather than technique Want to be sound rather than clever Action should be simple and close to the working people
- 28. Learnings From TheCase Studies Productive research has to be the “disorganizer” Problem tackling at the highest conceptual level of understanding Decisions strategic rather than impulsive Principle formation is a necessity Innovation is a must Profit earning should never be seen as a purpose of the organization
- 29. Elements Of TheDecision Process Finding true nature of the situation Boundary conditions The Right Compromise Conversion to action Feedback
- 30. Finding True NatureOf The Situation 4 types of situations Virtually generic Actually generic Truly unique New generic 2 common mistakes Treating a generic situation as series of unique events Treating a unique event as generic Techniques of the effective executive to make effective decisions Assumes that problem is generic Solves generic solutions through a rule and policy Finds a more general, comprehensive, conceptual and principled approach Does not make ‘many’ decisions Tests for atypical and unusual happenings
- 31. Boundary conditions Concise andclear boundary conditions lead to effective decisions The most difficult process A decision that satisfies two different boundary conditions is a prayer for miracle
- 32. THE RIGHT COMPROMISE Start outwith what is right and not what is acceptable Two kinds of compromise: Where boundary conditions are satisfies Where boundary conditions are not satisfied The things one worries about never happen. The difficulties no one thought about suddenly turn out to be almost insurmountable obstacles
- 33. Conversion To Action •Reason attributed to the pertinence of a step-wise procedure Most time consuming process • What action commitments are required • What work assignments follow from it • What people are available to carry it out 3 steps necessary for conversion:
- 34. Feedback Feedback is requiredto provide a continuous testing of the expectations that underlie the decision To go and look for oneself is the only reliable feedback as • Reports and figures are not a very reliable source • The assumptions on which the decision had been made need to be checked for their validity
- 35. Chapter 7: EffectiveDecisions Features of an effective decision: A judgement A choice between alternatives A clash of divergent opinions
- 36. Important Steps ToBe Followed For Effective Decisions Encourage opinions, and not facts Making a habit (in himself and subordinates) to voice an opinion Finding out the criterion for relevance Finding an appropriate measurement technique
- 37. Important Steps ToBe Followed For Effective Decisions (Conti.) Organizing disagreements Following the rule ‘To act or not to act’ Not permitting another study (in case of an mishap) Not waiting too long to come to a conclusion Coming up with disagreements
- 38. Basic Rule OfDecision Making Is ‘Not Making A Decision Unless There Is Disagreement 3 reasons for insistence on disagreement To save oneself from becoming a captive to the organization Disagreements provide alternatives Disagreement is required to stimulate imagination
- 39.