Management and leadership according to Drucker (2006)
An executive must formulate goals and select managers, while a manager must achieve the target with the minimum expenditure of resources. Moreover, to highlight the difference gap between the two positions, I would like to say that not every manager will be able to become an executive, and not every executive can be an effective manager. Managers focus on the final result and the best qualitative way to achieve those results. Executive – is the opposite approach in business, where they tend to focus on setting goals and what precisely they want to make. According to Drucker (2006), “Management means doing the right thing, and leadership means doing the right thing”.
In the book, Drucker (2006) suggests four significant realities over which he has no control, “First, the executive’s time tends to belong to everybody else; the second reality, executives forced to keep on ‘operating’ unless they take affirmative action to change the reality in which they live and work. The third one by Drucker (2006), “pushing the executive toward ineffectiveness, is that he is within an organization. The organization is a means of multiplying the strength of an individual” (p.12). Lastly, “the executive is within an organization. For the manager, the situation within the organization where he works is most visible. He is most worried about the state of affairs in her “(p. 12-13).
Drucker (2006) defined a company’s overall effectiveness as “doing the right things well.” In his book, Drucker talks about five habits of the mind that have to be acquired to be an effective executive: “first, effective executives know where their time goes. They work systematically at managing the little of their time that can be brought under their control. Second, effective executives focus on outward contribution. The gear their efforts to results rather than to work. The third one is effective executives build on strengths—their own strengths, the strengths of their superiors, colleagues, and subordinates; and on the strengths in die situation, that is, on what they can do. Number four, effective executives concentrate on the few major areas where superior performance will produce outstanding results. Lastly, effective executives, make effective decisions”. (p.23-24).
In the book, Drucker (2006) mentions the phrase, “People are always ‘almost fits’ at best” (p.53). According to Drucker (2006), “This actually means that one gets a great deal done fast. It also means that one has to make available a good deal of time in one chunk and without too much interruption” (p.53). An employee should have a clear understanding of his or her primary goal and do everything required to make it happen and believe that it will ultimately contribute to the early achievement of success.
Drucker (2006) was also talking about delegation in his book. According to the author, commission – as the term use customarily is a misunderstanding, misdirection. A significant improvement ineffectiveness is getting rid of anything that can be done by somebody else so that one does not have to delegate but get to one’s work” (p.38). Delegation is a beneficial management technique. In a general sense, the commission refers to the transfer to a subordinate task or activity from the manager’s area. The reason the traditional word delegation has little knowledge is that the meaning is that it is a group of delegates, while in the business world, the word delegation is one of the essential tools of a manager.
The effective executive you can find the following phrase: “The key to effectiveness is the focus on contribution,”
According to Drucker (2006), it improves the content of the work, its execution, standards, and results. A focus on personal contribution to the organization’s overall success is the key to being useful in individual work. Someone focused on the input to global prosperity and takes responsibility for the results is a representative of the senior management of their company (p.53).
According to Thompson, “a common purpose unifies employees and helps them understand the organization’s direction.”
The mission is a formulated statement about why or for what reason the organization exists. The purpose is a statement that reveals the meaning of the organization’s existence, in which the difference in the organization and similar ones manifested. The goal is a vision of what the organization should be like or what it should fight.
In my opinion, it means a lack of motivation from managers. The employee can feel fruitless in the workplace, which can lead to burnout in the future. Besides, the bad performance of a worker can be low celery, lack of efficiency of the collective work, or the absence of particular goals and staff orientation to achieve results.
I believe that to become an effective leader, and the person should know how to take strategically correct actions quickly. He or she should share values and a set of behavioral models. To have an ability to foresee is essential as well. Besides, leaders should encourage collectivism, know utterly subordinate workers, set a positive example. An effective leader directly related to management, to carry out constant inspection of the enterprise’s social organism, to hold endless meetings with the leading employees of the enterprise to coordinate the unity of directions and efforts.