Quotes About Productivity

Intelligence, imagination, and knowledge are essential resources, but only effectiveness converts them into results. By themselves, they only set limits to what can be attained.

Peter F. Drucker

Even today few businessmen understand that research, to be productive, has to be the "disorganizer," the creator of a different future and the enemy of today. In most industrial laboratories, "defensive research" aimed at perpetuating today, predominates.

Setting a posteriority is also unpleasant. Every posteriority is somebody else's top priority. It is much easier to draw up a nice list of top priorities and then to hedge by trying to do "just a little bit" of everything else as well. This makes everybody happy. The only drawback is, of course, that nothing whatever gets done.

Los grupos sociales dirigentes de la sociedad del saber serán los trabajadores del saber , ejecutivos que saben como aplicar el saber a un uso productivo, al igual que los capitalistas sabían como aplicar capital a un uso productivo: profesionales del saber, empleados del saber.

The secret is that effective executives make the strengths of the boss productive.

expected to get the right things done.

And productivity for the knowledge worker means the ability to get the right things done. It means effectiveness.

The entrepreneur,' said the French economist J. B. Say around 1800, 'shifts economic resources out of an area of lower and into an area of higher productivity and greater yield.' But Say's definition does not tell us who this 'entrepreneur' is. And since Say coined the term almost two hundred years ago, there has been total confusion over the definitions of 'entrepreneur' and

Planning and doing are separate parts of the same job; they are not separate jobs. There is no work that can be performed effectively unless it contains elements of both. One

Effectiveness as an executive demands doing certain—and fairly simple—things.

Effective executives know where their time goes.

Effective executives focus on outward contribution. They gear their efforts to results rather than to work.

Write an Action Plan

Even a conversation with only one other person is a meeting. Hence, if they are to be effective, executives must make meetings productive.

thus, as the organization grows, an increasing proportion of energy diverts to managing the internal mass rather than contributing to the outside world. Combine this with another Druckerian truth: The accomplishments of a single right person in a key seat dwarf the combined accomplishment of dividing the seat among multiple B-players.

They asked, "What needs to be done?" • They asked, "What is right for the enterprise?" • They developed action plans. • They took responsibility for decisions. • They took responsibility for communicating. • They were focused on opportunities rather than problems. • They ran productive meetings. • They thought and said "we" rather than "I.

The effective executive therefore knows that he has to consolidate his discretionary time. He knows that he needs large chunks of time and that small driblets are no time at all. Even one quarter of the working day, if consolidated in large time units, is usually enough to get the important things done. But even three quarters of the working day are useless if they are only available as fifteen minutes here or half an hour there.

ora et labora, prayer and work.

Over time, stress hormones from multitasking can damage memory centers in the brain. Focus on one task at a time for better efficiency and memory.

A person who owns property and has a stake in the enterprise is likely to work harder and feel happier and do a better job than a person who doesn't.

A person who owns property and has a stake in the enterprise is likely to work harder and feel happier and do a better job than a person who doesn't.

To empower people in an unaligned organization can be counterproductive.

As education and creativity researcher and author Sir Ken Robinson puts it, "We are educating people out of their creativity." Another major factor is that, for years, organizational management has been developing methods for increasing productivity and minimizing risk and errors that tend to stifle creative experimentation.