
Managing Oneself
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Audibleプレミアムプラン30日間無料体験
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uncredited
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著者:
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Peter F. Drucker
このコンテンツについて
Throughout history, people had little need to manage their careers - they were born into their stations in life or, in the recent past, they relied on their companies to chart their career paths. But times have drastically changed. Today we must all learn to manage ourselves.
What does that mean? As Peter Drucker tells us in this seminal article, first published in 1999, it means we have to learn to develop ourselves. We have to place ourselves where we can make the greatest contribution to our organizations and communities. And we have to stay mentally alert and engaged during a 50-year working life, which means knowing how and when to change the work we do.
It may seem obvious that people achieve results by doing what they are good at and by working in ways that fit their abilities. But, Drucker says, very few people actually know - let alone take advantage of - their fundamental strengths.
He challenges each of us to ask ourselves, "What are my strengths? How do I perform? What are my values? Where do I belong? What should my contribution be?"
Don't try to change yourself, Drucker cautions. Instead, concentrate on improving the skills you have and accepting assignments that are tailored to your individual way of working. If you do that, you can transform yourself from an ordinary worker into an outstanding performer.
Today's successful careers are not planned out in advance. They develop when people are prepared for opportunities because they have asked themselves those questions and have rigorously assessed their unique characteristics.
This Audiobook has 10 Tracks. 1. Introduction. 2. What are My Strengths? 3. How Do I Perform? 4. How Do I Learn? 5. What Are My Values? 6. Where Do I Belong? 7. What Should I Contribute? 8. Responsibility for Relationships. 9. The Second Half of Your
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In an audiobook that challenges everything you thought you knew, W. Chan Kim and Renee Mauborgne assert that tomorrow's leading companies will succeed, not by battling their rivals for market share in the bloody "red ocean" of a shrinking profit pool, but by creating "blue oceans" of untapped new market spaces ripe for growth.
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This Harvard Business Review (HBR) article describes and focuses on the unique tasks only a CEO can perform. The core elements of this article were created by Peter Drucker. They were then updated and further refined by former P & G CEO, Arthur Lafley. This article and our corresponding Harvard Thoughts audio book define the importance of the CEO focusing his or her organization first on the most meaningful outsider, the customer.
著者: Peter Drucker
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Summary: Essentialism by Greg McKeown
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This is an audio summary of Essentialism, a book providing strategies on time-management.
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Peter Drucker’s succinct summary of his book, Innovation & Entrepreneurship, considered the best book on entrepreneurship of all time. Discusses the seven areas for new businesses from the easiest to the most challenging.
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We struggle to manage complexity every day. We follow intricate diets to lose weight, juggle multiple remotes to operate our home entertainment systems, face proliferating data at the office, and hack through thickets of regulation at tax time. But complexity isn't destiny. Sull and Eisenhardt argue there's a better way: by developing a few simple yet effective rules, you can tackle even the most complex problems.
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ストーリー
Get more of the management ideas you want, from the authors you trust. With insights from leading experts, this book will inspire you to identify areas for personal growth; assess your strengths, work preferences, values, and contributions; build your skill set and stay relevant; develop learning agility; map out a plan for where you'd like your career to go - both short and long term; find fulfillment in your work; and prepare for your next opportunity.