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Essay / Research Paper Abstract
A 10 page book review/summary that first looks at Peter F. Drucker's text in a chapter-by-chapter summary form (roughly 5 pages) and then offers 5 additional pages of description and analysis. The writer finds this book to be exemplary and outlines Drucker's main points. No additional sources cited.
Page Count:
10 pages (~225 words per page)
File: D0_khdrcexe.rtf
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Unformatted sample text from the term paper:
both suggest that the role involves the expectation that the executive will "get the right things done" (Drucker 1). Yet, paradoxically, high intelligence and creativity do not necessarily equate with
effectiveness because insights become effective only through "hard systematic work" (Drucker 1). Often, it is the plodding, but effective worker who gets things done. Drucker goes on to expand on
these topics, addressing the nature of bureaucracies, within the context of the modern knowledge worker (Drucker 4). Within the context of this discussion, every knowledge worker is an "executive," if,
by virtue of that persons position or knowledge, they can contribute materially to their company or organization (Drucker 5). Chapter 2, Know thy time Drucker begins this chapter
by disagreeing with the idea that executives should plan their work, as a starting point. He believes that these plans remain on paper, along with "good intentions and are seldom
achieved (Drucker 25). He argues that effective executives start with time, rather than tasks and begin by determining where their time actually goes. In doing this, they endeavor to manage
their time and decrease unproductive time. Everything requires time and there is only as finite supply. He goes on to show that human beings, in general, are ill equipped to
manage time and therefore, it quires conscious effort. Effective executive begin by estimating how much discretionary time there is in their calendars and then allocate it in appropriate amounts
(Drucker 51). He cites the example of an effective executive who creates lists of "unpleasant things that have to be done" who sets a deadline for each one (Drucker 51).
In this manner, the executive knows that this time is slipping out of control when deadlines slip by without tasks completion. Chapter 3, What can I contribute? The
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