The Effective Executive经典读后感有感

《The Effective Executive》是一本由Peter F. Drucker著作，HarperCollins Publishers出版的Paperback图书，本书定价：USD 15.00，页数：1993-04，特精心收集的读后感，希望对大家能有帮助。

《The Effective Executive》读后感(一)：时间管理, 自我管理和决定

用 Kindle 读的, 很不错。

Kindle 还显示了书中被很多人收集的名言警句, 这是读纸质书没有的体验。

不过由于写作时代的原因, 书中的例子都是距今50 年以上, 从早期GM, AT&T 的总裁到60年代的国防部长 马克拉马拉. 当代中国的读者感受未必深刻。

《The Effective Executive》读后感(二)：an intelligent, authoritative, and original guide

"only productivity of the knowledge worker can make it possible for developed countries to maintain their high standard of living against the competition of low-wage,developing economies"

这是Peter Drucker在1964年出版的这本书中说的。现在看来简直是吃惊。不敢相信能在40年前说出这样预言的话。书中很多像这一样的深远精辟的论述。 我在想一本书中的什么东西能让一本书成为经典之著呢？ 从这本书中我想有两点 （1）内容和见解随着时间的流失愈发显出真理性 （2）内容和见解的深度。

The first step toward effectiveness is a procedure: recording where the time goes, then the analysis of the executive’s time.

The next step is to focus his vision on contribution. In this step the executive disciplines himself to think through the reason why he is on the payroll and the contribution he ought to make. The questions the executive asks himself about his contribution are still straight-forward and more or less schematic. But the answers to these questions should lead to high demands on himself, and to thinking about his own goals and those of the organization, and to concern with values. They should lead to demands on himself for high standards. Above all, there questions ask the executive to assume responsibility, rather than to act the subordinate, satisfied if he only “please the boss”. In focusing himself and his vision on contribution the executive, in other words, has to think through purpose and ends rather than means alone.

The focus on contribution turns the executive’s attention away from his own specialty, his own narrow skills, his own department, and toward the performance of the whole. It turns his attention to the outside, the only place where there are results. He is likely to have to think through what relationships his skills, his specialty, his function, or his department have to the entire organization and its purpose. He therefore will also come to think in terms of whatever the organization produces, whether it be economic goods, governmental policies, or health services. As a result, what he does and how he does it will be materially different. Contribution may mean different things. For every organization needs performance in 3 major areas: it needs direct results; building of values and their reaffirmation; and building and developing people for tomorrow. To make the specialist effective, he must think through who is to use his output and what the user needs to know and to understand to be able to make productive the fragment the specialist produces. The man of knowledge had always been expected to take responsibility for being understood. If he wants to be considered responsible for his contribution – he has to concern himself with the usability of his product – that is his knowledge. For they are almost imperceptibly led by their upward orientation into finding out what the other fellow needs, what the other fellow sees, and what the other fellow understands. Effective executives find themselves asking other people in the organization, their superiors, their subordinates, but above all, their colleagues in other areas: what contribution from me do you require to make your contribution to the organization？ When do you need this？ And how do you need it, and in what form？

The focus on contribution by itself supplies the 4 basic requirements of effective human relations:

• Communications

• Teamwork

• Self-development

• Development of others.

The third step is making strengths productive. It is fundamentally an attitude expressed in behavior. It is fundamentally respect for the person.

Then First things first - what is being developed here is not information, but character: foresight, self-reliance, courage. What is being developed here, in other words, is leadership of dedication, determination and serious purposes.

• Concentration – for doing one thing at a time means doing it fast. The more one can concentrate time, effort, and resources, the greater the number and diversity of tasks one can actually perform. The first rule of concentration is to slough off the past thing that has ceased to be productive “if we did not already do this, would we go into it now？” “Is this still worth doing？”

The final discussion is the elements of decision-making. 4 elements as following:

• The clear realization that the problem was generic and could only be solved through a decision which established a rule, a principle.

• The definition of the specifications which the answer to the problem has to satisfy, that is of the “boundary conditions”. What are the objectives the decision has to reach？ What are the minimum goals is has to attain？ What are the conditions it has to satisfy？

• The thinking through what is “right”, that is, the solution which will fully satisfy the specifications before attention is given to the compromises, adaptations, and concessions needed to make the decision acceptable

• The building into the decision of the action to carry it out

• Feedback which tests the validity and effectiveness of the decision against the actual course of events.

《The Effective Executive》读后感(三)：The Effective Executive

After reading the final chapter, ”conclusion: effectiveness must be learned”, the main idea of this book is quite clear. As Drucker concluded, effectiveness can be and must be learned. Because the economy, society, organizations and knowledge worker themselves all badly need to be effective. Drucker told us how to be effective step by step, chapter by chapter.

The first step toward effectiveness is a procedure called recording where the time goes. Know the time first, then analysis the time, cut those unnecessary things for the sake of the scarcity of a resource, namely, time. The next thing need to concern is whether executives are contribution-oriented. After all, it is contribution that makes their names on the payroll. So they need to think about their own goals and those of the organizations. The most valuable part of this book is making strengths productive, while making weakness irrelative. What a brilliant idea. Chapter 5 told us to do first thing first. It’s similar to know the time, but this time it doesn’t deal with time, but the task we need to finish. I learned that it’s better to do one thing at a time. Finally, Drucker showed the elements of a decision and how to make an effective decision.

It’s the second time I read this book, only this time it’s in English. This book is easy to understand but hard to practice. I tried to record my time twice, but met difficulties to continue and analysis my time usage. I’m trying to only make my strength stronger and productive, but it’s impossible to just ignore my weakness, it always bothering me. I think we to finish tasks one by one, but it is impossible for us to give up other assignment. My time lapse away quietly. Making decision is now an instinct in my head, and it will not fellow the procedure suggested by the author. So just like Druck said, it is “learning through doing”, and self-development through practice.

In my opinion, most of his idea is valuable, but there is some idea out of date. After all this book is written in 1967. The meaning of employee is changed, as well as the way we do business. For example, we can see he is very much contribution oriented, but now days, relationship between boss and employee is equally important. We can say we are focusing more and more on long term contribution. So my personal suggestion is to keep this book as a guidebook, but use it wisely.

As usual, here is some quotation I’d like to share.

1. The truly important events on the outside are not the trends. They are change in the trends.

2. There is no “effective personality”… all they have in common is the ability to get things done.

3. Effectiveness, in other words, is a habit; that is, a complex of practices.

4. They knowledge worker must be focused on the results.

5. Actually, all one has to do is to learn to say “no” if an activity contributes nothing to one’s own organization, to oneself, or the organization for which it is to be performed.

6. Getting rid of anything that can be done by somebody else so that they can really get to one’s own work.

7. A well-managed factory is boring. Nothing exciting happens in it because the crises have been anticipated and have been converted into routine.

8. Meeting therefore, need to be purposefully directed.

9. “I have yet to come across a crisis which could not wait ninety minutes.”

10. He knows that he needs large chunks of time and that small driblets are no time at all.

11. What can I contribute？

12. What contribution from me do you require to make your contribution to the organization？

13. Warm feeling and pleasant words are meaningless, are indeed a false front for wretched attitudes, if there is no achievement in what is, after all, a work-focused and task-focused relationship.

14. Communications are practically impossible if they are based on the downward relationship.

15. Effective executives insist that the purpose be thought through, and spelled out before a meeting is called, a report asked for, or a presentation organized.

16. Strong people always have strong weakness too. Where there are peaks, there are valleys.

17. It is written on Andrew Carnegie’s tombstone,” Here lies a man who know how to bring into his service men better than he was himself.”

18. In an organization one can make his strength effective and his weakness irrelevant.

19. One implication is that men who build first-class executive teams are not usually close to their immediate colleagues and subordinates.

20. It is effective executive’s capacity to make common people achieve uncommom performance.

21. One can do in school is to show promise.

22. Every people-decision is a gamble. By basing it on what a man can do, it becomes at least a rational gamble.

23. Weakness only produces headaches—and absence of weakness produces nothing.

24. If there is any one “secret” of effectiveness, it is concentration. Effective executives do first things first and they do one thing at a time.

25. For doing one thing at a time means doing it fast.

26. The unexpected always happens—the unexpected is indeed the only thing one can confidently expect.

27. There is no lack of ideas in any organization I know.

28. Timing is the most important element in the success of any effort.

29. Achievement depends less on ability in doing research than on the courage to go after opportunity.

30. One can organize the future to compete with the present.

31. A country with many laws is a country of incompetent lawyers.

32. “Half a loaf is better than no bread.””half a baby is worse than no baby at all.”

33. Reality never stands still very long.

34. The first rule in decision-making is that one does not make a decision unless there is disagreement.

35. “A blind Venetian’s isn’t the same thing as “a Venetian blind”.

36. Most people start out with the certainty that what they see is the only way to see at all.

37. The effective decision-maker starts out with the commitment to find out why people disagree.

38. Computer cars out predetermined reactions to expected events.

39. Effectiveness can be learned. Effectiveness must be learned. I TRUST.