5 keys to thrives...
- Feed your mind
- Feed and strengthen your body
- Get a role model that inspires you and show you the way
- Get a plan and Take massive actions
- Feed your spirit
Tiny changes means HUGE results...
.....
Sunday, February 26, 2012
Keys to unlimited success
More from the young Tony Robbins..
5 keys to thrives...
Tiny changes means HUGE results...
.....
5 keys to thrives...
Tiny changes means HUGE results...
.....
Creating Lasting Change- 7 Master steps..
The Anthony Robbins method and approach....
6 Human Needs..
7 Master steps..
6 Human Needs..
- Certainty - the needs for Stability amd Comfort
- Variety - the needs for Stimulus and Change
- Significance - the needs to feel Special and worthy of attention
- Love and Connection - the need to Connect and Belong
- Growth - the needs to Develope and Expand
- Contribution - the needs to give beyond yourself.
7 Master steps..
- Understand and Appreciates their world.
- Create a base ( relationship ) and get leverage
- Interrupt limiting patterns
- Define the problem in solvable terms
- Create new empowering alternatives
- Condition the new decision
- Relate to the highest goals and relationships
Tony help to change two things...
- Which needs they're focusing on
- What they Do to meet their needs
If you can change this 2 things ...you can change everything in your life...
......
source..
youtube...
youtube...
Wednesday, February 22, 2012
Law of Oneness
Have it ever occure to you...
People around you reflectes who you are ... and the way how you're thinking..
THE LAW OF ONE
We are all one.
When one is harmed, all are harmed.
When one is helped, all are healed.
Therefore, in the name of who I AM,
and I am one with all;
I ask that ONLY THAT WHICH IS THE HIGHEST GOOD OF ALL
CONCERNED happen here and now, and through all time and space.
I give thanks that this is done.
SO BE IT!
........
People around you reflectes who you are ... and the way how you're thinking..
THE LAW OF ONE
We are all one.
When one is harmed, all are harmed.
When one is helped, all are healed.
Therefore, in the name of who I AM,
and I am one with all;
I ask that ONLY THAT WHICH IS THE HIGHEST GOOD OF ALL
CONCERNED happen here and now, and through all time and space.
I give thanks that this is done.
SO BE IT!
........
Sakura song
The most popular kind of Japanese cherry (sakura) tree which can be found everywhere in Japan is somei-yoshino (Yedoensis). Sakura trees bloom at different times throughout Japan, and the blooming period of somei-yoshino is usually short.
Cherry blossom festivals take place all over the country. Most of them are held between March to May, though other regions have them in January, February, and June, based on their location. Festival dates are usually determined with reference to cherry blossom forecasts and vary from year to year.
According to the current forecasts, the cherry blossoms are expected to open according to their average schedule or slightly delayed in 2012. The blossoms are forecast to start opening across wide areas of Kyushu, Shikoku and Honshu in late March and reach full bloom in early April.
There are several characteristics differentiating the many cherry tree varieties. Some of the obvious ones, that can also be easily recognized by beginners, are listed below:
Number of petals
Most wild trees, but also a lot of cultivated tree varieties, have blossoms with five petals. However, some species have blossoms which consist of ten, twenty or more petals. Trees with blossoms of more than five petals are called yaezakura.
 5 petals (e.g. Somei Yoshino) |  about 20 petals (e.g. Ichiyo) |  about 100 petals (e.g. Kikuzakura) |
Color of the blossoms
Most varieties produce light pink to white blossoms, but there are also cherry trees with dark pink, yellow or green blossoms. Furthermore, the color of some varieties' cherry blossoms may change while they are in bloom. For example, a blossom may open as a white flower and change color to pink over the course of a few days.
 white blossoms (e.g. Shogetsu) |  pink blossoms (e.g. Kanzan) |  yellow blossoms (e.g. Ukon) |
The fresh leaves
In case of early blooming trees, the fresh leaves usually do not appear until after full bloom, which gives the trees an attractive, homogeneous look while they are in full bloom. In case of later blooming trees, the leaves usually appear before the blossoms, giving the trees a more heterogeneous look. Furthermore, the color of the fresh leaves differs between the varieties. In most cases, the fresh leaves are green, coppery brown, or something in between.
Time of blooming
Most cherry tree varieties carry blossoms in spring. Yaezakura, i.e. cherry trees with blossoms of more than five petals, are typically the last ones to open their blossoms, with blooming periods about two to four weeks after most five-petaled species. Some extreme varieties bloom in late autumn and during the winter months. Read more aboutwhen cherry trees are in bloom.
Form of the tree
Cherry trees display various growing habits and come in different shapes and forms: triangular, columnar, V-shape, weeping, flat-topped, etc. Weeping cherry trees are called shidarezakura.
| ||||||||||||||||||||||
the Forgotten Laws of Universe
I BELIEVE...
So will you...only if you really understand it by heart...
What you hear and read is ...more than what is being said...
check this out...
Incantation....
I am so happy and grateful now that money comes to me in increasing quantity thru' multiple sources on continuous basis.
( repeat many...many...times in a day until the subconcious mind believe it..)
(i don't understand why i was doing it but i did it anyway)
......
So will you...only if you really understand it by heart...
What you hear and read is ...more than what is being said...
check this out...
Incantation....
I am so happy and grateful now that money comes to me in increasing quantity thru' multiple sources on continuous basis.
( repeat many...many...times in a day until the subconcious mind believe it..)
(i don't understand why i was doing it but i did it anyway)
......
Sunday, February 19, 2012
Peter Drucker's Quote
Many have compiled the quotes of this famous man of management... and
I would like to do so too..as easy reference for my own goodself ...where i can easily refered as my onenote book...
1.
Leadership is not magnetic personality--that can just as well be a glib tongue. It is not making friends and influencing people --that is flattery. Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.
-Peter Drucker
2.
Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
-Peter Drucker
3.
Management by objective works -- if you know the objectives. Ninety percent of the time you don't.
-Peter Drucker
4.
Management is doing things right; leadership is doing the right things.
-Peter Drucker
5.
Objectives are not fate; they are direction. They are not commands; they are commitments. They do not determine the future; they are means to mobilize the resources and energies of the business for the making of the future.
-Peter Drucker
6.
Meetings are a symptom of bad organization. The fewer meetings the better.
-Peter Drucker
7.
Start with what is right rather than what is acceptable.
8.
The best way to predict the future is to create it.
9.
The better a man is the more mistakes he will make for the more things he will try.
10.
The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.
11.
The honest work of yesterday has lost its social status, its social esteem.
12.
The most important thing in communication is to hear what isn't being said.
13.
The only thing we know about the future is that it will be different.
14.
The productivity of work is not the responsibility of the worker but of the manager.
15.
The purpose of a business is to create a customer.
16.
Unless commitment is made, there are only promises and hopes; but no plans.
17.
Time is the scarcest resource of the manager; If it is not managed, nothing else can be managed
-Peter Drucker
18.
Until we can manage TIME, we can manage nothing else.
19.
We now accept the fact that learning is a lifelong process of keeping abreast of change.
20.
What you have to do and the way you have to do it is incredibly simple. Whether you are willing to do it, that's another matter.
......
......
I would like to do so too..as easy reference for my own goodself ...where i can easily refered as my onenote book...
1.
Leadership is not magnetic personality--that can just as well be a glib tongue. It is not making friends and influencing people --that is flattery. Leadership is lifting a person's vision to higher sights, the raising of a person's performance to a higher standard, the building of a personality beyond its normal limitations.
-Peter Drucker
2.
Knowledge has to be improved, challenged, and increased constantly, or it vanishes.
-Peter Drucker
3.
Management by objective works -- if you know the objectives. Ninety percent of the time you don't.
-Peter Drucker
4.
Management is doing things right; leadership is doing the right things.
-Peter Drucker
5.
Objectives are not fate; they are direction. They are not commands; they are commitments. They do not determine the future; they are means to mobilize the resources and energies of the business for the making of the future.
-Peter Drucker
6.
Meetings are a symptom of bad organization. The fewer meetings the better.
-Peter Drucker
7.
Start with what is right rather than what is acceptable.
8.
The best way to predict the future is to create it.
9.
The better a man is the more mistakes he will make for the more things he will try.
10.
The entrepreneur always searches for change, responds to it, and exploits it as an opportunity.
11.
The honest work of yesterday has lost its social status, its social esteem.
12.
The most important thing in communication is to hear what isn't being said.
13.
The only thing we know about the future is that it will be different.
14.
The productivity of work is not the responsibility of the worker but of the manager.
15.
The purpose of a business is to create a customer.
16.
Unless commitment is made, there are only promises and hopes; but no plans.
17.
Time is the scarcest resource of the manager; If it is not managed, nothing else can be managed
-Peter Drucker
18.
Until we can manage TIME, we can manage nothing else.
19.
We now accept the fact that learning is a lifelong process of keeping abreast of change.
20.
What you have to do and the way you have to do it is incredibly simple. Whether you are willing to do it, that's another matter.
......
......
Peter Drucker...
Who is... he?
I like to share the version of .... http://www.businessweek.com/magazine/content/05_48/b3961001.htm.... on Mr Peter Drucker.
Born in Austria in 1909 into a highly educated professional family, he seemed destined for some kind of greatness. The Vienna that Drucker knew had been a cultural and economic hub, and his parents were in the thick of it. Sigmund Freud ate lunch at the same cooperative restaurant as the Druckers and vacationed near the same Alpine lake. When Drucker first met Freud at the age of eight, his father told him: "Remember, today you have just met the most important man in Austria and perhaps in Europe." Many evenings his parents, Adolph and Caroline, would gather the intellectual elite in the drawing room of their Vienna home for wide-ranging discussions of medicine, politics, or music. Peter absorbed not merely their content but worldliness and a style of expression.
When Hitler organized his first Nazi meeting in Berlin in 1927, Drucker, raised a Protestant, was in Germany, studying law at the University of Frankfurt. He attended classes taught by Keynes and Joseph Schumpeter. As a student, a clerk in a Hamburg export firm, and a securities analyst in a Frankfurt merchant bank, he lived through the years of Hitler's emergence, recognizing early the menace of centralized power. When his essay on Friedrich Julius Stahl, a leading German conservative philosopher, was published as a pamphlet in 1933, it so offended the Nazis that the pamphlet was banned and burned. A second Drucker pamphlet, Die Judenfrage in Deutschland, or The Jewish Question in Germany, published four years later, suffered the same fate. The only surviving copy sits in a folder in the Austrian National Archives with a swastika stamped on it.
Drucker immigrated to London shortly after Hitler became Chancellor, taking a job as an economist at a London bank while continuing to write and to study economics. He came to America in 1937 as a correspondent for a group of British newspapers, along with his new wife, Doris, whom he had met in Frankfurt. "America was terribly exciting," remembered Drucker. "In Europe the only hope was to go back to 1913. In this country everyone looked forward."
So did Drucker. He taught part time at Sarah Lawrence College before joining the faculty at Bennington College in Vermont. He could be a difficult taskmaster. One Bennington student recalled that Drucker said her paper "resembled turnips sprinkled with parsley. I could wring his fat frog-like neck," she wrote in a letter to her parents. "Unfortunately, he is a very brilliant and famous man. He has at least taught me something."
Drucker was a professor of politics and philosophy at Bennington when he was given the opportunity to study General Motors in 1945, the first time he peeked inside the corporation. His examination led to the publication of his groundbreaking book, Concept of the Corporation, and his decision, in 1950, to attach himself to New York University's Graduate School of Business. It was around this time that Drucker heard Schumpeter, then at Harvard University, say: "I know that it is not enough to be remembered for books and theories. One does not make a difference unless it is a difference in people's lives."
CREATING A DISCIPLINE
He took Schumpeter's advice to heart, beginning a career in consulting while continuing his life as a teacher and writer. Drucker's most famous text, The Practice of Management, published in 1954, laid out the American corporation like a well-dissected frog in a college laboratory, with chapter headings such as "What is a Business?" and "Managing Growth." It became his first popular book about management, and its title was, in effect, a manifesto. He was saying that management was not a science or an art. It was a profession, like medicine or law. It was about getting the very best out of people. As he himself put it: "I wrote The Practice of Management because there was no book on management. I had been working for 10 years consulting and teaching, and there simply was nothing or very little. So I kind of sat down and wrote it, very conscious of the fact that I was laying the foundations of a discipline."
Drucker taught at NYU for 21 years -- and his executive classes became so popular that they were held in a nearby gym where the swimming pool was drained and covered so hundreds of folding chairs could be set up. Drucker moved to California in 1971 to become a professor of social sciences and management at Claremont Graduate School, as it was known then. But he was always thought to be an outsider -- a writer, not a scholar -- who was largely ignored by the business schools. Tom Peters says he earned two advanced degrees, including a PhD in business, without once studying Drucker or reading a single book written by him. Even some of Drucker's colleagues at NYU had fought against awarding him tenure because his ideas were not the result of rigorous academic research. For years professors at the most elite business schools said they didn't bother to read Drucker because they found him superficial. And in the years before Drucker's death even the dean of the Peter F. Drucker Graduate School of Management at Claremont said: "This is a brand in decline."
In the 1980s he began to have grave doubts about business and even capitalism itself. He no longer saw the corporation as an ideal space to create community. In fact, he saw nearly the opposite: a place where self-interest had triumphed over the egalitarian principles he long championed. In both his writings and speeches, Drucker emerged as one of Corporate America's most important critics. When conglomerates were the rage, he preached against reckless mergers and acquisitions. When executives were engaged in empire-building, he argued against excess staff and the inefficiencies of numerous "assistants to." In a 1984 essay he persuasively argued that CEO pay had rocketed out of control and implored boards to hold CEO compensation to no more than 20 times what the rank and file made. What particularly enraged him was the tendency of corporate managers to reap massive earnings while firing thousands of their workers. "This is morally and socially unforgivable," wrote Drucker, "and we will pay a heavy price for it."
The hostile takeovers of the 1980s, a period that revisionists now say was essential to improve American efficiency and productivity, was for Drucker "the final failure of corporate capitalism." He then likened Wall Street traders to "Balkan peasants stealing each other's sheep" or "pigs gorging themselves at the trough." He maintained that multimillion-dollar severance packages had perverted management's ability to look out for anything but itself. "When you have golden parachutes," he told one journalist, "you have created incentives for management to collude with the raiders." At one point, Drucker was so put off by American corporate values that he was moved to say that, "although I believe in the free market, I have serious reservations about capitalism."
We tend to think of Drucker as forever old, a gnomic and mysterious elder. At least I always did. His speech, always slow and measured, was forever accented in that commanding Viennese. His wisdom could not have come from anyone who was young. So it's easy to forget his dashing youth, his long devotion to one woman and their four children (until the end, Drucker still greeted his wife of 71 years with an effusive "Hello, my darling!"), or even his deliciously self-deprecating sense of play.
During his early consulting work with DLJ, the partners flew out to California to meet with Drucker at home. After one of his famously meandering monologues, Drucker thought everyone needed a break.
"Well, boys," he said, "why don't we relax for a few minutes? Let's go for a swim."
The executives explained that they hadn't brought their swimming trunks.
"You don't need swimming suits because it's just men here today," replied Drucker.
"And we took off our clothes and went skinny-dipping in his pool," recalls Charles Ellis, who was with the group.
Surely, Drucker never fit into the buttoned-down stereotype of a management consultant. He always favored bright colors: a bottle-green shirt, a knit tie, a royal blue jacket with a blue-on-blue shirt, or simply a woolen flannel shirt and tan trousers. Drucker always worked from a home office filled with books and classical records on shelves that groaned under their weight. He never had a secretary and usually handled the fax machine and answered the telephone himself -- he was something of a phone addict, he admitted.
PRIVACY PREVAILS
Yet Drucker also was an intensely private man, revealing little of his personal life, even in his own autobiography, Adventures of a Bystander, the book he told me was his favorite of them all. Not surprisingly, perhaps, the Drucker Archives at Claremont Graduate University contain only one personal letter from his wife to him. Doris had clipped two images from a 1950s-era newspaper, one of a handsome man in a plaid robe, fresh from a good night's sleep, another of a couple in love, man and woman staring into each other's eyes, over a late evening snack. She glued each black-and-white image onto a flimsy piece of typing paper and wrote the words: "I love you in the morning when things are kind of frantic. I love you in the evening when things are more romantic." It is undated and unsigned.
It was Doris, in her own unpublished memoir, who told the story of how she once locked Drucker in a London coal cellar to hide him from her disapproving mother. As Doris' mother turned the house upside down in a frantic search for a man she thought was sleeping with her daughter, Peter spent the better part of the night crouched in a cold, dark hole. Doris' mother had long hoped her daughter would someday marry a Rothschild or a German of high social standing. The last thing she wanted was for her to marry a light-in-the-pocket Austrian.
In his later years, as his health weakened, so did Drucker's magnetic pull. Although he maintained a coterie of corporate followers, he increasingly turned his attention to nonprofit leaders, from Frances Hesselbein of the Girl Scouts of the USA to Rick Warren, founding pastor of Saddleback Church in Lake Forest, Calif. Warren, author of The Purpose-Driven Life, considered Drucker a mentor. "Drucker told me: 'The function of management in a church is to make the church more churchlike, not more businesslike. It's to allow you to do what your mission is,"' Warren said. "Business was just a starting point from which he had this platform to influence leaders of all different kinds."
Still, it was clear Drucker cared deeply about how he would be remembered. He tried in 1990 to discredit and quash an admiring biography of quality guru Deming, whom he seemed to consider a rival. And when Professor O'Toole assessed the influence of Drucker's landmark 1945 study on General Motors, he concluded that the guru not only had had no impact on GM but also became persona non grata at the company for nearly half a century. "I sent it to Peter, and he spent hours going over it with me," recalls O'Toole. "He was a little unhappy with it because he didn't like the conclusion. He felt he had had a big impact at GM. I thought that was either very generous of Peter or else he was kidding himself."
During the same period, Drucker, then 80 years old, penned a severely flawed foreword for a new edition of Alfred Sloan's My Years with General Motors. In one passage, Drucker quotes Sloan as saying that the death of his younger brother Raymond was "the greatest personal tragedy in my life." Raymond, however, died 17 years after Alfred. In another section, Drucker noted that the publication of the book had been delayed because Sloan "refused to publish as long as any of the GM people mentioned in the book was still alive. On the day of the death of the last living person mentioned in the book, Sloan released it for publication," wrote Drucker. In fact, Sloan generously heaped praise on 14 colleagues in the preface of his book, and all were still alive when My Years with General Motors was first published.
Whether the mistakes were a result of sloppiness or his declining intellectual power is not clear. But Drucker was no longer at the top of his game. The dean of the Drucker school, Cornelis de Kluyver, had reason to believe that Drucker's influence was on the wane -- the school was having difficulty attracting big money from potential donors. To gain a $20 million gift for its puny endowment, de Kluyver agreed in 2003 to put another name on the school, that of Masatoshi Ito, the founder of Ito-Yokado Group, owner of 7-Eleven stores in Japan and North America. Students protested, even marching outside the dean's office toting placards decrying the change. An ailing Drucker volunteered to speak directly to the students. "I consider it quite likely that three years after my death my name will be of absolutely no advantage," he told them. "If you can get 10 million bucks by taking my name off, more power to you."
In April, during our last meeting, I asked Drucker what he had been up to lately. "Not very much," he replied. "I have been putting things in order, slowly. I am reasonably sure that I am not going to write another book. I just don't have the energy. My desk is a mess, and I can't find anything."
I almost felt guilty for having asked the question, so I praised his work, the 38 books, the countless essays and articles, the consulting gigs, his widespread influence on so many of the world's most celebrated leaders. But he was agitated, even dismissive, of much of his accomplishment.
"I did my best work early on -- in the 1950s. Since then it's marginal. O.K.? What else do you have?"
I pressed the nonagenarian for more reflection, more introspection. "Look," he sighed, "I'm totally uninteresting. I'm a writer, and writers don't have interesting lives. My books, my work, yes. That's different."
......
I like to share the version of .... http://www.businessweek.com/magazine/content/05_48/b3961001.htm.... on Mr Peter Drucker.
Born in Austria in 1909 into a highly educated professional family, he seemed destined for some kind of greatness. The Vienna that Drucker knew had been a cultural and economic hub, and his parents were in the thick of it. Sigmund Freud ate lunch at the same cooperative restaurant as the Druckers and vacationed near the same Alpine lake. When Drucker first met Freud at the age of eight, his father told him: "Remember, today you have just met the most important man in Austria and perhaps in Europe." Many evenings his parents, Adolph and Caroline, would gather the intellectual elite in the drawing room of their Vienna home for wide-ranging discussions of medicine, politics, or music. Peter absorbed not merely their content but worldliness and a style of expression.
When Hitler organized his first Nazi meeting in Berlin in 1927, Drucker, raised a Protestant, was in Germany, studying law at the University of Frankfurt. He attended classes taught by Keynes and Joseph Schumpeter. As a student, a clerk in a Hamburg export firm, and a securities analyst in a Frankfurt merchant bank, he lived through the years of Hitler's emergence, recognizing early the menace of centralized power. When his essay on Friedrich Julius Stahl, a leading German conservative philosopher, was published as a pamphlet in 1933, it so offended the Nazis that the pamphlet was banned and burned. A second Drucker pamphlet, Die Judenfrage in Deutschland, or The Jewish Question in Germany, published four years later, suffered the same fate. The only surviving copy sits in a folder in the Austrian National Archives with a swastika stamped on it.
Drucker immigrated to London shortly after Hitler became Chancellor, taking a job as an economist at a London bank while continuing to write and to study economics. He came to America in 1937 as a correspondent for a group of British newspapers, along with his new wife, Doris, whom he had met in Frankfurt. "America was terribly exciting," remembered Drucker. "In Europe the only hope was to go back to 1913. In this country everyone looked forward."
So did Drucker. He taught part time at Sarah Lawrence College before joining the faculty at Bennington College in Vermont. He could be a difficult taskmaster. One Bennington student recalled that Drucker said her paper "resembled turnips sprinkled with parsley. I could wring his fat frog-like neck," she wrote in a letter to her parents. "Unfortunately, he is a very brilliant and famous man. He has at least taught me something."
Drucker was a professor of politics and philosophy at Bennington when he was given the opportunity to study General Motors in 1945, the first time he peeked inside the corporation. His examination led to the publication of his groundbreaking book, Concept of the Corporation, and his decision, in 1950, to attach himself to New York University's Graduate School of Business. It was around this time that Drucker heard Schumpeter, then at Harvard University, say: "I know that it is not enough to be remembered for books and theories. One does not make a difference unless it is a difference in people's lives."
CREATING A DISCIPLINE
He took Schumpeter's advice to heart, beginning a career in consulting while continuing his life as a teacher and writer. Drucker's most famous text, The Practice of Management, published in 1954, laid out the American corporation like a well-dissected frog in a college laboratory, with chapter headings such as "What is a Business?" and "Managing Growth." It became his first popular book about management, and its title was, in effect, a manifesto. He was saying that management was not a science or an art. It was a profession, like medicine or law. It was about getting the very best out of people. As he himself put it: "I wrote The Practice of Management because there was no book on management. I had been working for 10 years consulting and teaching, and there simply was nothing or very little. So I kind of sat down and wrote it, very conscious of the fact that I was laying the foundations of a discipline."
Drucker taught at NYU for 21 years -- and his executive classes became so popular that they were held in a nearby gym where the swimming pool was drained and covered so hundreds of folding chairs could be set up. Drucker moved to California in 1971 to become a professor of social sciences and management at Claremont Graduate School, as it was known then. But he was always thought to be an outsider -- a writer, not a scholar -- who was largely ignored by the business schools. Tom Peters says he earned two advanced degrees, including a PhD in business, without once studying Drucker or reading a single book written by him. Even some of Drucker's colleagues at NYU had fought against awarding him tenure because his ideas were not the result of rigorous academic research. For years professors at the most elite business schools said they didn't bother to read Drucker because they found him superficial. And in the years before Drucker's death even the dean of the Peter F. Drucker Graduate School of Management at Claremont said: "This is a brand in decline."
In the 1980s he began to have grave doubts about business and even capitalism itself. He no longer saw the corporation as an ideal space to create community. In fact, he saw nearly the opposite: a place where self-interest had triumphed over the egalitarian principles he long championed. In both his writings and speeches, Drucker emerged as one of Corporate America's most important critics. When conglomerates were the rage, he preached against reckless mergers and acquisitions. When executives were engaged in empire-building, he argued against excess staff and the inefficiencies of numerous "assistants to." In a 1984 essay he persuasively argued that CEO pay had rocketed out of control and implored boards to hold CEO compensation to no more than 20 times what the rank and file made. What particularly enraged him was the tendency of corporate managers to reap massive earnings while firing thousands of their workers. "This is morally and socially unforgivable," wrote Drucker, "and we will pay a heavy price for it."
The hostile takeovers of the 1980s, a period that revisionists now say was essential to improve American efficiency and productivity, was for Drucker "the final failure of corporate capitalism." He then likened Wall Street traders to "Balkan peasants stealing each other's sheep" or "pigs gorging themselves at the trough." He maintained that multimillion-dollar severance packages had perverted management's ability to look out for anything but itself. "When you have golden parachutes," he told one journalist, "you have created incentives for management to collude with the raiders." At one point, Drucker was so put off by American corporate values that he was moved to say that, "although I believe in the free market, I have serious reservations about capitalism."
We tend to think of Drucker as forever old, a gnomic and mysterious elder. At least I always did. His speech, always slow and measured, was forever accented in that commanding Viennese. His wisdom could not have come from anyone who was young. So it's easy to forget his dashing youth, his long devotion to one woman and their four children (until the end, Drucker still greeted his wife of 71 years with an effusive "Hello, my darling!"), or even his deliciously self-deprecating sense of play.
During his early consulting work with DLJ, the partners flew out to California to meet with Drucker at home. After one of his famously meandering monologues, Drucker thought everyone needed a break.
"Well, boys," he said, "why don't we relax for a few minutes? Let's go for a swim."
The executives explained that they hadn't brought their swimming trunks.
"You don't need swimming suits because it's just men here today," replied Drucker.
"And we took off our clothes and went skinny-dipping in his pool," recalls Charles Ellis, who was with the group.
Surely, Drucker never fit into the buttoned-down stereotype of a management consultant. He always favored bright colors: a bottle-green shirt, a knit tie, a royal blue jacket with a blue-on-blue shirt, or simply a woolen flannel shirt and tan trousers. Drucker always worked from a home office filled with books and classical records on shelves that groaned under their weight. He never had a secretary and usually handled the fax machine and answered the telephone himself -- he was something of a phone addict, he admitted.
PRIVACY PREVAILS
Yet Drucker also was an intensely private man, revealing little of his personal life, even in his own autobiography, Adventures of a Bystander, the book he told me was his favorite of them all. Not surprisingly, perhaps, the Drucker Archives at Claremont Graduate University contain only one personal letter from his wife to him. Doris had clipped two images from a 1950s-era newspaper, one of a handsome man in a plaid robe, fresh from a good night's sleep, another of a couple in love, man and woman staring into each other's eyes, over a late evening snack. She glued each black-and-white image onto a flimsy piece of typing paper and wrote the words: "I love you in the morning when things are kind of frantic. I love you in the evening when things are more romantic." It is undated and unsigned.
It was Doris, in her own unpublished memoir, who told the story of how she once locked Drucker in a London coal cellar to hide him from her disapproving mother. As Doris' mother turned the house upside down in a frantic search for a man she thought was sleeping with her daughter, Peter spent the better part of the night crouched in a cold, dark hole. Doris' mother had long hoped her daughter would someday marry a Rothschild or a German of high social standing. The last thing she wanted was for her to marry a light-in-the-pocket Austrian.
In his later years, as his health weakened, so did Drucker's magnetic pull. Although he maintained a coterie of corporate followers, he increasingly turned his attention to nonprofit leaders, from Frances Hesselbein of the Girl Scouts of the USA to Rick Warren, founding pastor of Saddleback Church in Lake Forest, Calif. Warren, author of The Purpose-Driven Life, considered Drucker a mentor. "Drucker told me: 'The function of management in a church is to make the church more churchlike, not more businesslike. It's to allow you to do what your mission is,"' Warren said. "Business was just a starting point from which he had this platform to influence leaders of all different kinds."
Still, it was clear Drucker cared deeply about how he would be remembered. He tried in 1990 to discredit and quash an admiring biography of quality guru Deming, whom he seemed to consider a rival. And when Professor O'Toole assessed the influence of Drucker's landmark 1945 study on General Motors, he concluded that the guru not only had had no impact on GM but also became persona non grata at the company for nearly half a century. "I sent it to Peter, and he spent hours going over it with me," recalls O'Toole. "He was a little unhappy with it because he didn't like the conclusion. He felt he had had a big impact at GM. I thought that was either very generous of Peter or else he was kidding himself."
During the same period, Drucker, then 80 years old, penned a severely flawed foreword for a new edition of Alfred Sloan's My Years with General Motors. In one passage, Drucker quotes Sloan as saying that the death of his younger brother Raymond was "the greatest personal tragedy in my life." Raymond, however, died 17 years after Alfred. In another section, Drucker noted that the publication of the book had been delayed because Sloan "refused to publish as long as any of the GM people mentioned in the book was still alive. On the day of the death of the last living person mentioned in the book, Sloan released it for publication," wrote Drucker. In fact, Sloan generously heaped praise on 14 colleagues in the preface of his book, and all were still alive when My Years with General Motors was first published.
Whether the mistakes were a result of sloppiness or his declining intellectual power is not clear. But Drucker was no longer at the top of his game. The dean of the Drucker school, Cornelis de Kluyver, had reason to believe that Drucker's influence was on the wane -- the school was having difficulty attracting big money from potential donors. To gain a $20 million gift for its puny endowment, de Kluyver agreed in 2003 to put another name on the school, that of Masatoshi Ito, the founder of Ito-Yokado Group, owner of 7-Eleven stores in Japan and North America. Students protested, even marching outside the dean's office toting placards decrying the change. An ailing Drucker volunteered to speak directly to the students. "I consider it quite likely that three years after my death my name will be of absolutely no advantage," he told them. "If you can get 10 million bucks by taking my name off, more power to you."
In April, during our last meeting, I asked Drucker what he had been up to lately. "Not very much," he replied. "I have been putting things in order, slowly. I am reasonably sure that I am not going to write another book. I just don't have the energy. My desk is a mess, and I can't find anything."
I almost felt guilty for having asked the question, so I praised his work, the 38 books, the countless essays and articles, the consulting gigs, his widespread influence on so many of the world's most celebrated leaders. But he was agitated, even dismissive, of much of his accomplishment.
"I did my best work early on -- in the 1950s. Since then it's marginal. O.K.? What else do you have?"
I pressed the nonagenarian for more reflection, more introspection. "Look," he sighed, "I'm totally uninteresting. I'm a writer, and writers don't have interesting lives. My books, my work, yes. That's different."
......
Friday, February 17, 2012
More Germany info...
Do check out other websites...
Prepare yourself to understand other culture and norms before travelling...
Be knowledgable...about places you want to visit....
http://www.visitgermany.com/
http://www.tripadvisor.co.uk/VacationRentals-g187275-Reviews-Germany-Vacation_Rentals.html
http://www.ukandeuropetravel.com/country_information/germany.shtml
http://www.german-way.com/travel.html
http://www.live-like-a-german.com/
I also encounter this youtube ...the choice of...
www.woltersworld.com
These are in no particular order.
1. Quedlinburg. This UNESCO World Heritage town is chock full of half timbered houses (Fachwerk), a nice castle, very few tourists, and one of the prettiest quaintest Christmas markets in Germany. It is my favorite town in Germany.
2. Berlin. The capital, from History (Berlin Wall), to Museums (Museum Island), to Palaces (Charlottenberg), to eating and drinking (Kreuzburg). The city has it all.
3. Munich. There is a reason why all those tourists flock to Munich, not just for Oktoberfest. The Residenz Museum, Englisch Garten, Deutsches Museum and so much more. And do not forget about the beer.
4. Dresden. This Saxon jewel still has many of the treasures its kings have left it, and some rebuilt gems like the Frauenkirche. And if you like gems and precious stones, check out the Green Vault.
5. Bamberg. The home of Rauchbier (smoked beer that tastes like bacon), an amazing city center that has not been ravaged by war, and one of the coolest town halls (Rathaus) in Germany.
6. Luebeck. This gem just north of Hamburg has Marzipan and beautiful city gates to charm anyone.
7. Goerlitz. A bit off the beaten trail, but I love its non-war-ravaged old town and almost ghost town feel in the center. Not to mention a quick hop over to Poland on the pedestrian bridge.
8. Rothenburg ob der Tauber. THE middle age looking town in Germany. It looks like it came straight out of a fairy tale. You can even walk the town walls and enjoy so much more.
9. Cochem and the Moselle River Valley. Germany is famous for beer, but they also make great white wine. Cochem is a quaint town on the Moselle with a city castle as well as easy access to the vineyards and the amazing Burg Eltz.
10. Konstanz. On the beautiful Lake Constance or Bodensee, this town gives you more than just Town Hall and City Museum, here you can enjoy the water sports that living on this beautiful lake affords you.
So go enjoy Germany and I hope these cities make your list. And if you have other towns you like.
......
Prepare yourself to understand other culture and norms before travelling...
Be knowledgable...about places you want to visit....
http://www.visitgermany.com/
http://www.tripadvisor.co.uk/VacationRentals-g187275-Reviews-Germany-Vacation_Rentals.html
http://www.ukandeuropetravel.com/country_information/germany.shtml
http://www.german-way.com/travel.html
http://www.live-like-a-german.com/
I also encounter this youtube ...the choice of...
www.woltersworld.com
These are in no particular order.
1. Quedlinburg. This UNESCO World Heritage town is chock full of half timbered houses (Fachwerk), a nice castle, very few tourists, and one of the prettiest quaintest Christmas markets in Germany. It is my favorite town in Germany.
2. Berlin. The capital, from History (Berlin Wall), to Museums (Museum Island), to Palaces (Charlottenberg), to eating and drinking (Kreuzburg). The city has it all.
3. Munich. There is a reason why all those tourists flock to Munich, not just for Oktoberfest. The Residenz Museum, Englisch Garten, Deutsches Museum and so much more. And do not forget about the beer.
4. Dresden. This Saxon jewel still has many of the treasures its kings have left it, and some rebuilt gems like the Frauenkirche. And if you like gems and precious stones, check out the Green Vault.
5. Bamberg. The home of Rauchbier (smoked beer that tastes like bacon), an amazing city center that has not been ravaged by war, and one of the coolest town halls (Rathaus) in Germany.
6. Luebeck. This gem just north of Hamburg has Marzipan and beautiful city gates to charm anyone.
7. Goerlitz. A bit off the beaten trail, but I love its non-war-ravaged old town and almost ghost town feel in the center. Not to mention a quick hop over to Poland on the pedestrian bridge.
8. Rothenburg ob der Tauber. THE middle age looking town in Germany. It looks like it came straight out of a fairy tale. You can even walk the town walls and enjoy so much more.
9. Cochem and the Moselle River Valley. Germany is famous for beer, but they also make great white wine. Cochem is a quaint town on the Moselle with a city castle as well as easy access to the vineyards and the amazing Burg Eltz.
10. Konstanz. On the beautiful Lake Constance or Bodensee, this town gives you more than just Town Hall and City Museum, here you can enjoy the water sports that living on this beautiful lake affords you.
So go enjoy Germany and I hope these cities make your list. And if you have other towns you like.
......
Thursday, February 16, 2012
20 things to keep in mind when visiting Germany
Most interesting info .... so take note...
1. We know beer - you don’t.
I don’t know who labeled your dishwater “beer”, but it’s misleading. When you order a beer in Germany - don’t expect it to be ice cold. And yes, the foam is intended to be there.
2. The Autobahn
This much is true: On the autobahn no speed limit sign actually means no speed limit.
3. Soccer is not for chicks. Well, not only.
In Germany most women don’t care about soccer. Men do. Combine the American fondness for football, basketball and baseball, and you have an idea what soccer means to us.
4. When you want to see people wearing “Lederhosen” - go to Bavaria.
Bavaria is the German Texas. People speak in a funny way, wear strange things and the rest of the country makes fun of them. The Bavarian “Lederhosen” are like the Texan cowboy hats.
5. Sundays are for relaxation, not for shopping. The same goes for holidays - and we’ve got lots of them.
Yes, Germans like rules and this is one most foreigners don’t understand. Shopping of all kind is done weekdays from 8 am to 9 pm (every shop has different times, but most open in this timeframe). The only exception: Gas stations. That’s why some of them look like small grocery stores.
6. Don’t expect us to smile. We’re not at Wal-Mart.
In the 90s Wal-Mart spent billions to become a big shot in Germany’s retail market. Greeting customers, smiling, being friendly,suppressing unions - the whole package. In 2006 they sold their stores and left. We’re not big at smiling for no reason.
7. Don’t speak German? Try English.
Most Germans, age 40 and below, speak English. Maybe their English is not perfect, but you should get by. Oh, and should you feel the urge to laugh about their accent - Try to speak German. We like a good laugh now and then, too.
8. When you hear “Volksmusik” - RUN!
It’s like an endless polka of hell. Although I don’t have scientific proof, I am sure that Volksmusik can melt your brain.
9. Yes, we have a public transportation system.
With the exception of tiny villages you can go nearly everywhere without a car. If you don’t understand why this is important to us, fill up your gas tank at a German gas station and look at your bill. And we tend to be environmentalists.
10. You don’t like to see two men kissing? Look the other way (And don’t go to Cologne).
Like I said in another post - unless we want to be involved, we don’t care about other people’s sexuality. Oh, and Cologne is like the gay capital of Germany.
11. I don’t care what you have heard about European liberality when it comes to sex and drugs - This is not Holland!
No coffee shops, no legal drug supply. When it comes to drugs, Germany is not much different from the US.
12. If you don’t want to see nipples, don’t turn on the tv.
I’m serious. Especially the program of the private stations at night can be a series of phone sex commercials.
13. It’s not pessimism when you know that everything is bad.
One day god told the people: “The world is going to end.” The Germans were pissed and went home. Then he continued: “It will take a couple of billion years.” The Americans were happy. Okay, I can’t proof it, but I guess that’s how it happened.
14. Should you travel with kids age 16 or older: Watch them.
They are legally allowed to drink beer and wine. No hard liquor, though.
15. No math needed. Our stated prices include taxes.
I never understood why you put price tags on products, that don’t state what you have to pay.
16. Don’t wait to be seated.
Look, there is an empty nice table. Have a seat. Easy concept.
17. Tips are nice, but not mandatory.
In Germany a waiter’s salary is enough to get by. It’s not much, but makes a tip not mandatory. In Germany it is a pure sign of gratitude for a good service.
18. We use 220/230 V instead of 110 V. Buy an adapter.
Seriously, you wouldn’t believe how many tourists come here unprepared.
19. The nazi-times are long gone.
But that doesn’t mean that there are not some leftovers. If someone looks like a Skinhead, shouts like a skinhead and smells like a skinhead - trust your judgement and try to avoid him. Especially in Eastern Germany.
20. Don’t believe everything you read on the web. Not even this list.
It’s a generalization. Most people you meet in a German city are not that much different than the ones at home. We can be friendly and funny and very hospitably.
thank you to...
http://www.tobsy.de/
.....
......
1. We know beer - you don’t.
I don’t know who labeled your dishwater “beer”, but it’s misleading. When you order a beer in Germany - don’t expect it to be ice cold. And yes, the foam is intended to be there.
2. The Autobahn
This much is true: On the autobahn no speed limit sign actually means no speed limit.
3. Soccer is not for chicks. Well, not only.
In Germany most women don’t care about soccer. Men do. Combine the American fondness for football, basketball and baseball, and you have an idea what soccer means to us.
4. When you want to see people wearing “Lederhosen” - go to Bavaria.
Bavaria is the German Texas. People speak in a funny way, wear strange things and the rest of the country makes fun of them. The Bavarian “Lederhosen” are like the Texan cowboy hats.
5. Sundays are for relaxation, not for shopping. The same goes for holidays - and we’ve got lots of them.
Yes, Germans like rules and this is one most foreigners don’t understand. Shopping of all kind is done weekdays from 8 am to 9 pm (every shop has different times, but most open in this timeframe). The only exception: Gas stations. That’s why some of them look like small grocery stores.
6. Don’t expect us to smile. We’re not at Wal-Mart.
In the 90s Wal-Mart spent billions to become a big shot in Germany’s retail market. Greeting customers, smiling, being friendly,suppressing unions - the whole package. In 2006 they sold their stores and left. We’re not big at smiling for no reason.
7. Don’t speak German? Try English.
Most Germans, age 40 and below, speak English. Maybe their English is not perfect, but you should get by. Oh, and should you feel the urge to laugh about their accent - Try to speak German. We like a good laugh now and then, too.
8. When you hear “Volksmusik” - RUN!
It’s like an endless polka of hell. Although I don’t have scientific proof, I am sure that Volksmusik can melt your brain.
9. Yes, we have a public transportation system.
With the exception of tiny villages you can go nearly everywhere without a car. If you don’t understand why this is important to us, fill up your gas tank at a German gas station and look at your bill. And we tend to be environmentalists.
10. You don’t like to see two men kissing? Look the other way (And don’t go to Cologne).
Like I said in another post - unless we want to be involved, we don’t care about other people’s sexuality. Oh, and Cologne is like the gay capital of Germany.
11. I don’t care what you have heard about European liberality when it comes to sex and drugs - This is not Holland!
No coffee shops, no legal drug supply. When it comes to drugs, Germany is not much different from the US.
12. If you don’t want to see nipples, don’t turn on the tv.
I’m serious. Especially the program of the private stations at night can be a series of phone sex commercials.
13. It’s not pessimism when you know that everything is bad.
One day god told the people: “The world is going to end.” The Germans were pissed and went home. Then he continued: “It will take a couple of billion years.” The Americans were happy. Okay, I can’t proof it, but I guess that’s how it happened.
14. Should you travel with kids age 16 or older: Watch them.
They are legally allowed to drink beer and wine. No hard liquor, though.
15. No math needed. Our stated prices include taxes.
I never understood why you put price tags on products, that don’t state what you have to pay.
16. Don’t wait to be seated.
Look, there is an empty nice table. Have a seat. Easy concept.
17. Tips are nice, but not mandatory.
In Germany a waiter’s salary is enough to get by. It’s not much, but makes a tip not mandatory. In Germany it is a pure sign of gratitude for a good service.
18. We use 220/230 V instead of 110 V. Buy an adapter.
Seriously, you wouldn’t believe how many tourists come here unprepared.
19. The nazi-times are long gone.
But that doesn’t mean that there are not some leftovers. If someone looks like a Skinhead, shouts like a skinhead and smells like a skinhead - trust your judgement and try to avoid him. Especially in Eastern Germany.
20. Don’t believe everything you read on the web. Not even this list.
It’s a generalization. Most people you meet in a German city are not that much different than the ones at home. We can be friendly and funny and very hospitably.
thank you to...
http://www.tobsy.de/
.....
......
Thursday, February 9, 2012
Kota Sodom... Nabi Lut as
Discovered...
As the Quran indicates.... know your prophet Lut as.
..........
As the Quran indicates.... know your prophet Lut as.
..........
Subscribe to:
Posts (Atom)