Livros 2013 #6: Effective Executive

O livro é excelente! Várias passagens muito interessantes, que dão uma perspectiva diferente para quem trabalha em equipe. Um dos pontos que sempre me chama atenção nos livros do Drucker é sua visão de futuro. O livro foi escrito em 1967 e Drucker já fala em como tratar o trabalho criativo. Na época em que a visão de um executivo, ou líder, era o de alta hierarquia, onde ainda reinava a visão de que a melhor metodologia era a de linha de produção e alta especialização, pouca mobilidade vertical; época em que começavam a discutir teorias de motivação e criava-se o setor de Recursos Humanos; Drucker mostra o quanto está à frente de seu tempo mostrando como tratar os novos trabalhadores: a era da informação estava despontando e o trabalho criativo (arquitetura, design, comunicações, marketing, informática) estava começando a dar seus passos na sociedade.
Abaixo segue algumas passagens que masquei enquanto lia o livro. Para quem está se perguntando, o livro é super pequeno e fácil de ler.
“The knowledge worker cannot be supervised closely or in detail. He can only be helped. But he must direct himself, and he must direct himself toward performance and contribution, that is, toward effectiveness.”
“How in this confused situation can you retain command?” the young captain said: “Around here, I am only the guy who is responsible. If these men don’t know what to do when they run into an enemy in the jungle, I’m too far away to tell them. My job is to make sure they know. What they do depends on the situation which only they can judge. The responsibility is always mine, but the decision lies with whoever is on the spot.””
“The harder the superior tries to say something to his subordinate, the more likely is it that the subordinate will mishear. He will hear what he expects to hear rather than what is being said.”
“Any job that has defeated two or three men in succession, even though each had performed well in his previous assignments, must be assumed unfit for human beings. It must be redesigned.”
“The assertion that “somebody else will not let me do anything” should always be suspected as a cover-up for inertia. “
“The sooner operating managers learn to make decisions as genuine judgments on risk and uncertainty, the sooner we will overcome one of the basic weaknesses of large organization—the absence of any training and testing for the decision-making top positions.”
“They have better people because they motivate to self-development through their standards, through their habits, through their climate.”

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