These are my notes from Managing Oneself by Peter F. Drucker. Drucker was an Austrian-born American management consultant, educator. Self-management skills. “the ability to make wise choises to achieve a fruitful and joyous life”. Self-management skills. What do we mean by self-management?. “A true skeptic of most management fixes, I have to say David’s program is a . years of rigorous exploration in the self-development arena, I can attest that there .

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But in the number one spot, the same person fails. Easy to go back on and consult.

Book review of ‘Managing Oneself’ by Peter F. Drucker |

If you are looking for a book to read, read one of these. Sep 21, Alex Ikonn rated it it was amazing Shelves: See 2 questions about Managing Oneself….

Implications for action that follow from feedback analysis: Learning oneelf to manage and develop ourselves is one of the most important assets we have to learn in life.

You can read this book in one evening and I definitely recommend that you do so. Apr flletype, Ying Ying rated it really liked it Shelves: To be effective you have to know the strengths, the performance modes and the values of your coworkers.

Peter Drucker was a writer, teacher, and consultant. Short and sweet book that everyone should read from time to time. This is how I work.


Lessons from Managing Oneself

But who am I to judge him. Drucker Foundation for Nonprofit Management, and counseled 13 governments, public services institutions, and major corporations.

This book is amazing. I’ve always wanted to read Drucker, and finally someone on my team directly recommended this.

Book Review: Managing Oneself

Ethics requires that you ask yourself, What kind of person do I want to see in the mirror in the morning? This book is so short, about 70 pages, and has a couple of fantastic points these were the main ones for managinb. To ask other readers questions about Managing Oneselfplease sign up.

The first secret of effectiveness is to understand the people you work with and depend on so that you can make use of their strengths, their ways of working, and their values. A person can perform only from strength. Most of these arise from the fact that people do not know what other people are doing and how they do their work, or what contribution the other people are concentrating on and what results they expect.

View all 12 comments. It’s also one of the earliest examples I’ve seen of talking about doubling down on your strengths, and working around your weaknesses.

And each is entitled to work in his or her way. The second part of relationship responsibility is taking responsibility for communication.


Work on improving your strengths 3. But with choice comes responsibility. Whenever Drucker, or any other consultant, start to work with an organisation, the first thing he hears about are all the personality conflicts.

If I put it onfself a sketchbook, I never forget it and I never have to look it up again. We all need plans and strategies to bring dreams into life. A great many people perform best as advisers but cannot take the burden and pressure of making the decision. Following the defeat mznaging Austria-Hungary in World War I, there were few opportunities for employment in Vienna so after finishing school he went to Germany, first working in banking and then in journalism.

A chief executive who Drucker knew who converted a small and mediocre family business into the leading company in its industry was one of those people who learn by talking. To be able to manage yourself, you have to ask yourself: