A Quote by Peter Drucker

Decision making is the specific executive task. — © Peter Drucker
Decision making is the specific executive task.
The fine art of executive decision consists in not deciding questions that are not now pertinent, in not deciding prematurely, in not making decision that cannot be made effective, and in not making decisions that others should make.
Only recently have we begun to understand the specific cognitive skills that contribute to business success and how to measure them. Hopefully, this insight will allow us to more keenly focus our attention on indentifying and cultivating decision-making abilities in the executive population.
while the executive should give every possible value to the information of the specialist, no executive should abdicate thinking on any subject because of the expert. The expert's information or opinion should not be allowed automatically to become a decision. On the other hand, full recognition should be given to the part the expert plays in decision making.
At a certain point you have to make a decision in your life about where will you best serve, and I decided that I would best serve as a producer as opposed to a studio executive. There are many upsides to being the studio executive, but one of the downsides is that you get removed from the actual process of making the movie.
Decisions of the kind the executive has to make are not made well by acclamation. They are made well only if based on the clash of conflicting views...The first rule in decision-making is that one does not make a decision unless there is disagreement.
Making an un-perfect decision is far, far better than not making a decision, which is the worst possible decision you could make.
Why is it that our young kids all across America can solve the most complex problems in a video game involving executive decision making and analytical thinking, yet we accept the fact that they can't add or read?
It is equally unreasonable to run a university as a "participatory democracy," the approach to governance that once existed in Europe. That approach in European institutions of higher learning was appealing to professors because it was democratic. But those institutions also suffered because they lacked an executive decision-making process; making changes became virtually impossible.
The essence of the phenomenon of gambling is decision making. The act of making a decision consists of selecting one course of action, or strategy, from among the set of admissible strategies.
I think electric cars can help save Detroit. They reflect good decision-making, and there has been bad decision making in the auto industry for so long, in my view.
An effective leader creates specific, achievable goals, initiates action and enlists the participation of others. They remove distractions; grasps the bigger picture, focuses on one task at a time; completes the task competently and organizes for the future.
Making systems work is the great task of my generation of physicians and scientists. But I would go further and say that making systems work - whether in healthcare, education, climate change, making a pathway out of poverty - is the great task of our generation as a whole.
A lot of what I do is running businesses rather than buying stocks. My worst decision is probably when I know I have the wrong chief executive running the business, and I keep on waiting to make the difficult decision of replacing him.
Not deciding is a decision. People don't realize that not making a decision is a decision in itself.
Inability to make decisions is one of the principal reasons executives fail. Deficiency in decision-making ranks much higher than lack of specific knowledge or technical know-how as an indicator of leadership failure.
Rather than thinking in terms of a specific genre or specific kind of thing, I hope I can just stay relatively small and keep making my movies. If I can keep writing them and making them, I'll be happy.
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