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

#tgd

“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 (PDF) 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

“More than anything else,

the individual
has to take more responsibility
for himself or herself,
rather than depend on the company.”
continue ↓

“Making a living is no longer enough
‘Work’ has to make a life .” continue

… finding and selecting the pieces of the puzzle

The Second Curve

These pages are attention directing tools

for navigating changing worldS — worldS relentlessly

moving toward unimagined futures.

What’s the next effective action on the road ahead

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 working out a plan for coping with 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: The memo THEY don't want you to see

What needs doing?

#z98 Copyright 1985 through 2025 © All rights reserved | bobembry bobembryusa bobembry.usa | bob embry robert embry | “BrainroadS toward TomorrowS” | “time life navigation” ^© #TimeLifeNavigation | “life TIME investment system” ^© #LifeTimeInvestmentSystem | “career evolution” ^© #CareerEvolution | “work-life horizons” ^© | “work-life evolution” ^© | “financial investing” ^© | “life design” ^© #LifeDesign | “organization evolution” ^© | #OrganizationEvolution | “brainroads toward tomorrows” ^© | #BrainroadsTowardTomorrows | “foundations for future directed decisions” ^© | #FoundationsForFutureDirectedDecisions | #rlaexpdotcom ^© | rlaexpdotcom ^©

#rlaexp.com = rla + exp = real life adventures + exploration or explored

exploration leads to explored

Examples ↑ can be found through web searches, Wikipedia,
Pinterest and the daily news

Knowledge Worker tools on Pinterest

Some ecological and time awareness ↓ → Ken Burns films

Larger view thinking canvas

The Über Mentor

The Drucker Lectures:
Essential Lessons on
Management, Society, and Economy

A Year with Peter Drucker:
52 Weeks of Coaching
for Leadership Effectiveness

Larger view thinking canvas

#mlp ↓ #z99

My launching pad

(fully responsible officer,
knowledge-worker, professional contributor
and executive)

Discontinued Operations

Worldview