Performance: organizations and individual

Performance is intertwined with results

According to Peter Drucker performance equates to effectiveness.

In Management, Revised Edition, Peter Drucker lists seven essential principles. Here's number six:

Neither the quantity of output nor the "bottom line" is by itself an adequate measure of the performance of management and enterprise.

Market standing, innovation, productivity, development of people, quality, financial results—all are crucial to an organization's performance and to its survival.

Nonprofit institutions, too, need measurements in a number of areas specific to their mission.

Just as a human being needs a diversity of measures to assess its health and performance, an organization needs a diversity of measures to assess its health and performance.

Performance has to be built into the enterprise and its management; it has to be measured—or at least judged—and it has to be continuously improved.

What Results Should You Expect?—A Users' Guide to MBO

How to guarantee non-performance

To dig deeper search for the word stem "perform" in

Management

Management, Revised Edition

The Five Most Important Questions You Will Ever Ask About Your Organization

The Definitive Drucker

Drucker on Asia - A Dialogue Between Peter Drucker and Isao Nakauchi

Managing For The Future — chapter 34. Company Performance: Five Telltale Tests

The Changing World of The Executive — chapter 2. A Scorecard for Management and all of Part II including chapter 13. Measuring Business Performance

What do you want to be remembered for?

CEO work area landscapes

Books by Peter Drucker

Individual performance

See The Effective Executive

See the September entries in The Daily Drucker

Google site search for performance

List of topics in this Folder

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …

“Managing Oneself is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

These pages are attention directing tools for navigating a world moving toward unimagined futures.

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then figure out a coping plan for what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point

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