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... There can be no doubt about faith and not reason being the ultima ratio. Even Euclid, who has laid himself as little open to the charge of credulity as any writer who ever lived, cannot get beyond this. He has no demonstrable first premise. He requires postulates and axioms which transcend demonstration, and without which he can do nothing. His superstructure indeed is demonstration, but his ground his faith. Nor again can he get further than telling a man he is a fool if he persists in differing from him. He says 'which is absurd,' and declines to discuss the matter further. Faith and authority, therefore, prove to be as necessary for him as for anyone else. Samuel Butler, the Younger		Wednesday Nov 29, 2023
		Quotes: 53419 Authors: 9969

About Peter Ferdinand Drucker

Peter Ferdinand Drucker

Peter Ferdinand Drucker

Peter Ferdinand Drucker (November 19, 1909 - November 11, 2005) was a writer, management consultant and university professor. His writing focused on management-related literature. Peter Drucker made famous the term knowledge worker and is thought to have unknowingly ushered in the knowledge economy, which effectively challenges Karl Marx's world-view of the political economy. George Orwell credits Peter Drucker as one of the few writers who predicted the German-Soviet Pact of 1939.

Popular Peter Ferdinand Drucker Quotes

Quality in a product or service is not what the supplier puts in. It is what the customer gets out and is willing to pay for. A product is not quality because it is hard to make and costs a lot of money, as manufacturers typically believe. This is incompetence. Customers pay only for what is of use to them and gives them value. Nothing else constitutes quality.

'Management' means, in the last analysis, the substitution of thought for brawn and muscle, of knowledge for folkways and superstition, and of cooperation for force. It means the substitution of responsibility for obedience to rank, and of authority of performance for the authority of rank.

Until we can manage time, we can manage nothing else.

Teamwork is neither 'good' nor 'desirable.' It is a fact. Wherever people work together or play together they do so as a team. Which team to use for what purpose is a crucial, difficult and risky decision that is even harder to unmake. Managements have yet to learn how to make it.

Rank does not confer privilege or give power. It imposes responsibility.

The purpose of an organization is to enable common men to do uncommon things.

The critical factor of a problem is the element that has to be changed before anything else can be changed.

Since we live in an age of innovation, a practical education must prepare a man for work that does not yet exist and cannot yet be clearly defined.

Plans are only good intentions unless they immediately degenerate into hard work.

Management by objective works if you know the objectives. Ninety percent of the time you don't.

One cannot manage change. One can only be ahead of it.

What managers decide to stop doing is often more important than what they decide to do.

Management is not being brilliant. Management is being conscientious.

Leadership is not magnetic personality that can just as well be a glib tongue. It is not 'making friends and influencing people' that is flattery. Leadership is lifting a person's vision to high sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.

No organization can depend on genius; the supply is always scarce and unreliable. It is the test of an organization to make ordinary human beings perform better than they seem capable of, to bring out whatever strength there is in its members, and to use each man's strength to help all the others perform. The purpose of an organization is to enable common men to do uncommon things.

Economists think the poor need to tell them that they are poor.

The success and ultimately the survival of every business, large or small, depends in the last analysis on its ability to develop people. This ability is not measured by any of our conventional yardsticks of economic success; yet, is the final measurement.

Whenever you see a successful business, someone once made a courageous decision.

A business exists because the consumer is willing to pay you his money. You run a business to satisfy the consumer. That isn't marketing. That goes way beyond marketing.

The most important thing in communication is to hear what isn't being said.

Unless commitment is made, there are only promises and hopes ... but no plans.

The Pertinent Question is NOT how to do things right--but how to find the right things to do, and to concentrate resources and efforts on them.

The only thing we know about the future is that it will be different.

During periods of discontinuous, abrupt change, the essence of adaptation involves a keen sensitivity to what should be abandoned not what should be changed or introduced. A willingness to depart from the familiar has distinct survival value.

Promotion should not be more important than accomplishment, or avoiding instability more important than taking the right risk.

If a business is to be considered a continuous process, instead of a series of disjointed stop-and-go events, then the economic universe in which a business operatesand all the major events within itmust have rhyme, rhythm, or reason.

When a subject becomes totally obsolete we make it a required course.

There is nothing so useless as doing efficiently that which should not be done at all.

Most of what we call management consists of making it difficult for people to get their work done.

Time is the scarcest resource and unless it is managed nothing else can be managed.

The purpose of business is to create and keep a customer.

Business, that's easily defined - it's other people's money.

There is an enormous number of managers who have retired on the job.

The computer is a moron.

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