At first, management was only based on several basic principles: management is about people's management, and its task is to make people coordinate and cooperate, foster strengths and avoid weaknesses. In order to maximize the collective interests, managers do exactly the same work, but their working methods are quite different. Every enterprise has the responsibility to unswervingly establish the same goal and unified value management, which must change with the changes of demand and opportunities. In order to promote the better development of enterprises and their members, each enterprise has employees with different skills and knowledge who are engaged in different jobs. No matter the number of products, net income or net loss itself, it is not enough to measure the performance of management and enterprises. For all enterprises, the result only exists outside the enterprise. Within the enterprise, only a cost manager can understand these truths and become a manager who has been continuously successful and made great achievements.
Introduction to Drucker:
Peter drucker:/kloc-0 was born in Vienna in 1909, and/kloc-0 moved to the United States in 1937. He was engaged in teaching, writing and consulting all his life. He is the most famous management scientist in the contemporary world and is called "the master among masters".
In the United States, he worked as an economist in a consortium of American banks and insurance companies, and as a management consultant in large enterprises such as General Motors, Chrysler and IBM. In order to commemorate his outstanding contribution in the field of management, the Graduate School of Management of Claremont University was named after him-peter drucker Graduate School of Management.
His works are abundant, including dozens of works such as Management Practice, Effective Manager, Management: Mission, Responsibility and Practice, and Bystander, which have spread to more than 30 countries around the world. Among them, the practice of management established his position as a pioneer of management discipline, and The Effective Manager became a must-read classic for managers all over the world.
In June 2002, US President Bush announced that peter drucker was awarded the Presidential Medal of Freedom, which is the highest honor that American citizens can get.
Put forward the concept of "management by objectives"
1954, Drucker put forward an epoch-making concept-management by objectives (MBO), which is the most important and influential concept invented by Drucker and has become an important part of contemporary management.
Perhaps the greatest advantage of management by objectives is that it enables managers to control their own achievements. Self-control means stronger motivation: a desire to do the best instead of perfunctory. It means higher achievement goals and broader vision. One of the main contributions of management by objectives is that it enables us to replace the management ruled by others with self-controlled management.
The true meaning of management science
"Management is a discipline. First of all, it means that managers put management into practice instead of economics, not measurement methods, not behavioral science. Whether it is economics, econometrics or behavioral science, it is just a tool for managers. However, what managers put into practice is not economics, just as what doctors put into practice is not blood test. What managers put into practice is not behavioral science, just as biologists put into practice is not a microscope. What managers put into practice is not a measure, just as what lawyers put into practice is not a precedent. What managers put into practice is management. "
90% of the problems to be solved by management are the same.
Drucker believes that different organizations will have some differences in management. Because the mission determines the vision, and the vision determines the architecture. Managing Wal-Mart is certainly different from managing the Roman Catholic Church. The difference is that each organization uses different terms (languages). Other differences are mainly in application rather than principle. Managers of all organizations have to face decisions and make personnel decisions, and people's problems are similar. Managers of all organizations are faced with communication problems, and managers spend a lot of time communicating with superiors and subordinates. In all organizations, about 90% of the problems are the same, and the difference is only 10%. Only this 10% needs to adapt to the specific mission, culture and language of this organization. In other words, a successful business leader can also lead a non-profit organization and vice versa.
Importance of training managers
Drucker believes that the manager is the most expensive resource in an enterprise, and it is also the resource with the fastest depreciation and needs to be replenished frequently. It takes many years and a lot of investment to build a management team, but it may not take much effort to completely destroy it. 2 1 century, the number of managers will continue to increase; The investment needed to train a manager will also increase. At the same time, the requirements of enterprises for their managers will continue to improve.
Whether the enterprise's goal can be achieved depends on the quality of managers' management and how to manage managers. Moreover, how to manage employees and work in an enterprise mainly depends on the management of managers and how to manage them. The attitude of employees first reflects the attitude of management. The attitude of enterprise employees is a mirror of the ability and structure of management. Whether an employee's work is effective or not depends largely on the way he is managed.
Drucker believes that the purpose of organization is to make ordinary people do extraordinary things.
Organizations can't rely on genius. Because genius is rare. Whether an organization is excellent depends on whether it can make ordinary people achieve better performance than they seem to be able to achieve, whether it can give full play to the strengths of its members and use everyone's strengths to help others achieve performance. The task of an organization is also to offset the shortcomings of its members.