For example, some Europeans are huge consumers of alcohol, and they regularly get drunk on Sunday and are hanging on it Monday morning.
But they are wonderful, even if drunk or disabled. So, instead of insisting upon arrival at the workplace 100% non-inebriated, their managers take the more sober approach to reduce some slack.
If the boozers are on time and do their job well, managers look the other way.
Drucker used to punctuate the story by saying that "There is no location."
The entire source, and that appendix, and you must take the good with the bad, and that effective strengths while making its weaknesses irrelevant.
Drucker knew that performance, and as Frank Lloyd Wright is famous, "form follows function." Or, to put it in different terms, if you're a manager, do not your goal simple effectiveness. Do efficiency, instead.
Take the sellers. It could be a business model of civility, to come to work and meetings and submit reports to time.
The second seller could be slovenly and late or incomplete management of any request. But its sales beat everyone. The best seller is not effective given the paperwork and punctuality definition, but it is effective to a task that must be undertaken: the sale.
If you want perfect documents, hire clerks. They are cheap and plentiful.
But sellers of birth are rare finds, indeed.
I know. My father was one of them, breaking cases where companies enjoy the pleasure of his presence.
But it was also a maverick, and prefer to work outside the home, putting it into private rendezvous and serenity, away from the office and its policy.
Ceaselessly, its managers requested him to come from time to time and to attend their meetings dry, but in vain. They asked him to nurture new recruits and to consider promotions to sales management.
Have they left alone, and not constantly reconfigured pay his commission, they could have preserved its results.
But they have never drawn a distinction between efficiency, with a cookie-cutter clones sterile army that can not sell, a rag tag group that can effectively individualistic.
But they are wonderful, even if drunk or disabled. So, instead of insisting upon arrival at the workplace 100% non-inebriated, their managers take the more sober approach to reduce some slack.
If the boozers are on time and do their job well, managers look the other way.
Drucker used to punctuate the story by saying that "There is no location."
The entire source, and that appendix, and you must take the good with the bad, and that effective strengths while making its weaknesses irrelevant.
Drucker knew that performance, and as Frank Lloyd Wright is famous, "form follows function." Or, to put it in different terms, if you're a manager, do not your goal simple effectiveness. Do efficiency, instead.
Take the sellers. It could be a business model of civility, to come to work and meetings and submit reports to time.
The second seller could be slovenly and late or incomplete management of any request. But its sales beat everyone. The best seller is not effective given the paperwork and punctuality definition, but it is effective to a task that must be undertaken: the sale.
If you want perfect documents, hire clerks. They are cheap and plentiful.
But sellers of birth are rare finds, indeed.
I know. My father was one of them, breaking cases where companies enjoy the pleasure of his presence.
But it was also a maverick, and prefer to work outside the home, putting it into private rendezvous and serenity, away from the office and its policy.
Ceaselessly, its managers requested him to come from time to time and to attend their meetings dry, but in vain. They asked him to nurture new recruits and to consider promotions to sales management.
Have they left alone, and not constantly reconfigured pay his commission, they could have preserved its results.
But they have never drawn a distinction between efficiency, with a cookie-cutter clones sterile army that can not sell, a rag tag group that can effectively individualistic.
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