disini<\/a><\/p>\nLines yang menarik untuk diingat:<\/p>\n
Chapter 1 \u2013 How I Became the Student of the Father of Modern Management<\/strong>
\nWhen it comes to managing our time in order to achieve our goals, and Peter was a master time manager. Each of us has the same amount of time, 24 hours a day. But some fritter away and waste their time on work which has no bearing on what they would like to accomplish or where they would like to be one, five, or ten years in the future.
\nOnce you decide on \u201cyour business,\u201d the non-essential work that you do becomes obvious. Maybe you are in the wrong job for where you want to be in ten years or for what you want to become. If that job is supporting you as you struggle to gain knowledge or in other ways work toward your \u201creal\u201d professional goal, you probably have to stick with it for the time being. But you are much less likely to reach your goal than someone who knows what \u201cbusiness\u201d he or she is in and focuses on that to the exclusion of other activity non-essential to this goal.<\/p>\nChapter 3 – What Everybody Knows is Frequently Wrong<\/strong>
\nWhat Drucker wanted to emphasize was that we must always question our assumptions no matter from where they originate<\/span>. This is especially true regarding anything that a majority of people \u201cknow\u201d or assume without questioning. This \u201cknowledge\u201d should always be suspect and needs to be examined much more closely. In a surprisingly high percentage of cases, the information \u201cknown to be true\u201d will turn out to be false or inaccurate, if not generally, then in a specific instance. This can lead to extremely poor, even disastrous management decisions.<\/p>\nChapter 4 – Self-Confidence Must Be Built Step-by-Step<\/strong>
\nThere is an old saying that \u201cnothing succeeds like success.\u201d This means that success breeds success, or that if you have been successful in the past, you have a better chance of being successful, or at least will tend to be successful in the future. That\u2019s at least partly because you gain confidence with every success.
\nSo that\u2019s the first lesson in developing your self-confidence: accept responsibility and start to do small things<\/span>.<\/p>\nChapter 5 – If You Keep Doing What Worked in the Past, You\u2019re Going to Fail<\/strong>
\nEvery environment changes. Eventually that change is sufficiently severe that you cannot adapt either a product or a procedure, no matter what you do. Sometimes this change is technological. Someone invents a mass-produced automobile. Think what this invention did to the buggy whip or the carriage industries\u2014it destroyed them completely, and in a very short period of time.
\nCompanies that cling to their past successes will eventually fail, sometimes in a spectacular way. Change is inevitable if you are going to stay successful. Be ready to turn on a dime and abandon everything that has made you what you are. Better yet, be a forward thinker and create your own changes and your own future.
\nAccording to Welch, Drucker\u2019s two simple questions helped propel him to this amazing feat. The first question was, \u201cIf you weren\u2019t already in the business, would you enter it today?\u201d<\/span> This Drucker followed with a second, more difficult question, \u201cWhat are you going to do about it?\u201d<\/span> According to Welch, Drucker\u2019s questions led him to shed unprofitable businesses and streamline GE into its extraordinary success.<\/p>\nChapter 6 \u2013 Approach Problems with Your Ignorance\u2014Not Your Experience<\/strong>
\nThis was typical of the way in which Drucker disseminated his lessons. Drucker taught what to do. He was very specific about this. However, he did not teach how to do it.<\/p>\nChapter 7 – Develop Expertise Outside Your Field to Be an Effective Manager<\/strong>
\nTo become a strategic leader, you need to become proactive and take action starting now. The object is to start to think and act strategically, and to handle the increased complexity resulting from the necessity to integrate numerous elements that are, in some cases, far removed from your basic expertise and experience.<\/p>\nChapter 9 – The Objective of Marketing is to Make Selling Unnecessary<\/strong>
\nMarketing and selling are not identical. Selling and marketing are neither synonymous nor complementary. One could consider them adversarial in some cases. There is no doubt that if marketing were done perfectly, selling, in the actual sense of the word, would be unnecessary<\/span>.
\nDrucker went on to explain that marketing was more than just an important business function. In fact, he said it wasn\u2019t a business function at all, but rather the basis of any business.<\/p>\nChapter 13 – You Must Know Your People to Lead Them<\/strong>
\nFor leaders at all levels, what this means is that it is critical that you know your people, their capabilities and limitations, and how they are likely to react in any situation. The more you can do this, the better you are able to lead them.<\/p>\nChapter 14 – People Have No Limits, Even After Failure<\/strong>
\nDrucker recommended three prime rules for staffing:
\n1. Think through the requirements of the job.
\n2. Choose three or four candidates for the job, rather than immediately settling on just one.
\n3. Don\u2019t make the selection without discussing the choice with a number of knowledgeable colleagues.<\/p>\nIt is certainly a book to read again, dan kalau hanya ingin ambil intisarinya; cukup baca di bagian Drucker Lesson Summary<\/b>, pada akhir setiap bab.<\/p>\n\u201cI was privileged and blessed to be Peter Drucker\u2019s student. The impact that he had on me and on my life was profound. I was far from alone in this regard.\u201d (Cohen, p. 248)<\/div>\n
Mimicking from Cohen, I\u2019d like to say: Thank you, Peter; Thank you, Cohen<\/i><\/strong><\/p>\n","protected":false},"excerpt":{"rendered":"Rating : \u2605\u2605\u2605\u2605\u2605 Genre : Business Author : William A. Cohen, Ph.D. Jelas, A Class with Drucker: The Lost Lessons of the World’s Greatest Management Teacher bukan buku yang ditulis oleh Peter Drucker — tapi buku William Cohen mengenai Drucker. One of the most provoking books I’ve read in 2008. It is fascinating! Kita diajak read more »<\/span><\/a><\/p>\n","protected":false},"author":3,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"ngg_post_thumbnail":0,"spay_email":"","footnotes":"","jetpack_publicize_message":"","jetpack_is_tweetstorm":false},"categories":[4],"tags":[28],"yoast_head":"\n[book] A Class with Drucker<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"http:\/\/edunik.com\/home\/?p=1412\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"[book] A Class with Drucker\" \/>\n<meta property=\"og:description\" content=\"Rating : \u2605\u2605\u2605\u2605\u2605 Genre : Business Author : William A. Cohen, Ph.D. Jelas, A Class with Drucker: The Lost Lessons of the World’s Greatest Management Teacher bukan buku yang ditulis oleh Peter Drucker — tapi buku William Cohen mengenai Drucker. One of the most provoking books I’ve read in 2008. It is fascinating! 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