all one's life
1909165438+1October19. peter drucker was born in Vienna under the rule of Austria-Hungary, and his ancestral home was in the Netherlands. His family engaged in book publishing in the17th century. My father is an Austrian official in charge of cultural affairs and founded the Salzburg Music Festival. His mother was one of the first women in Austria to study medicine. Drucker grew up in a rich cultural environment.
Drucker was educated in Austria and Germany. After 1929, he worked as a journalist and economist in the international bank in London. 193 1 obtained the doctor of law from the university of Frankfurt.
65438-0937 immigrated to the United States and worked as an economist and management consultant in some banks, insurance companies and multinational companies. He became an American citizen from 65438 to 0943. Drucker was a professor of philosophy and political science at Benington College and a professor of management at the Graduate School of new york University for more than 20 years. Although he is called "the father of modern management", Drucker always thinks that he is a writer and a teacher first.
From 65438 to 0942, he was hired as a consultant by General Motors, the largest enterprise in the world at that time, to study the internal management structure of the company.
In 1946, he wrote his own experience as "company philosophy", "telling how people with different skills and knowledge work together in a large organization". The important contribution of the book is that Drucker first put forward the concept of "organization", which laid the foundation of histology.
From 65438 to 0954, Management Practice was published, and an epoch-making concept-management by objectives was put forward. Since then, management as a discipline has been created, thus establishing the status of management master.
1966 published "Effective Managers" to inform readers that not only people who manage others can be called managers. In today's knowledge society, knowledge workers are managers, and managers' work must be effective. Become a must-read classic for top managers.
1973 published the masterpiece Management: Task, Responsibility and Practice, which is a systematic management manual for business operators and a systematic teaching material for students studying management, telling managers that what they put into practice is management, not economics, not measurement methods, not behavioral science. The book is known as the "Bible" of "management".
1982 published "management in the era of great change", and discussed some problems about managers, changes in the connotation of managers' roles, tasks and missions of managers, problems and opportunities faced, and development trends.
1985 published Innovation and Entrepreneurship, which is regarded as one of Drucker's most important works after the publication of Management Practice. The book emphasizes that the current economy has changed from a "management economy" to an "innovative economy".
1999 management challenges in the 20th century was published. Drucker clearly defined the challenge of "new economy" as: improving the productivity of knowledge work.
After experiencing the cruelty of World War II in Europe and witnessing the role of the United States in the two world wars, Drucker felt that those outstanding leaders were the heroes of that century. Drucker wrote in his thought-provoking autobiography "The Adventure of the Spectator": "Like other children in Vienna, I was saved by President Hoover. He promoted the establishment of a relief organization that provided school lunches every day. All the dishes in this lunch are drinks made of porridge and cocoa powder, which I still recite today. However, the lives of millions of hungry children on the European continent, including me, have been saved by this organization. " An "organization" can play such a big role! From Drucker's life experience, it is not difficult to find the root of Drucker's thought of "giving full play to human creativity through organization as a tool"
In addition, Drucker showed amazing talent in predicting the changing trend of business and economy. For example, as early as 1969, Drucker predicted that there would be a new type of workers-knowledge workers, whose careers would be determined by what they learned, and they would no longer rely on selling their physical strength to support their families. 1987 10 in June, the American stock market crashed. On the day of June 65438+1October 65438+September alone, the national stock market value in the United States lost 500 billion dollars. In this regard, Drucker said that he had long expected, "not because of economic reasons, but because of aesthetics and morality." Drucker called Wall Street stockbrokers at that time "a completely unproductive group, but they could easily make a lot of money."
As the first person to put forward the concept of "management", it is difficult to find a thinker who can lead the times better than Drucker in today's world: in the early 1950 s, it was pointed out that computers would eventually completely change business; 196 1 year, reminding the United States to pay attention to the rise of Japanese industry; Twenty years later, it was he who first warned that this East Asian country might fall into economic stagflation. From 65438 to 0990, the "knowledge economy" was first explained.
Drucker has been writing and teaching continuously. 197 1, has been teaching at peter drucker graduate school of management of claremont university. In order to commemorate his outstanding contribution in the field of management, the Institute of Management of Claremont University was named after him. 1990, in order to improve the performance of non-profit organizations, Francis hessel and others established the Drucker non-profit foundation in the United States with the reputation of Drucker. For more than ten years, the foundation has selected outstanding public welfare organizations, held seminars and published various teaching materials, books and publications, which have had a great impact on society.
Drucker has published more than 30 books, translated into more than 30 languages, spread to 130 countries, and even sold well in the former Soviet Union, Poland, Yugoslavia, Czech Republic and other countries. Among them, his principles, concepts and inventions are most respected, including: "Starting to take management as a discipline, taking target management and self-control as a management philosophy, the purpose of organization is to create and satisfy customers, the basic functions of enterprises are marketing and innovation, the role of top managers in enterprise strategy is more important than efficiency, decentralization, privatization, the rise of knowledge workers, and a society based on knowledge and information." By 2004, Drucker had a new book.
On June 20th, 2002, US President George W. Bush announced that peter drucker was awarded the Presidential Medal of Freedom that year, which is the highest honor that American citizens can get.
Andy Grove, founder of Intel Corporation, Bill Gates, chairman of Microsoft Corporation, and Jack Welch, former CEO of General Electric Corporation, were all inspired and influenced by Drucker in management thought and practice. "If there really is a master among the so-called masters in the world, that person's name must be peter drucker"-this is the evaluation of peter drucker by the famous financial magazine The Economist.
Drucker died at his home in clermont, California on June 1 65438+1October/KLOC-0, 2005, at the age of 95.
Note: Drucker is also translated as "Drucker" in China.
evaluate
As the first person to put forward the concept of "management", it is difficult to find a thinker who can lead the times better than Drucker in today's world: in the early 1950 s, it was pointed out that computers would eventually completely change business; 196 1 year, reminding the United States to pay attention to the rise of Japanese industry; Twenty years later, it was he who first warned that this East Asian country might fall into economic stagflation. From 65438 to 0990, the "knowledge economy" was first explained.
The most appropriate evaluation of him by the media is "a real original thinker in an industry full of megalomaniacs and charlatans". In the business world, many outstanding managers, including Jack Welch, are actively practicing his theory, which coincides with Drucker's theory: "Management is a kind of practice, and its essence lies in" doing "rather than" knowing "; Its verification lies not in logic, but in results. "
However, it is embarrassing that virtue's wisdom has never been recognized by the academic mainstream. In this regard, Drucker himself provided a insightful explanation: in order to control the academic circles, the American government only provided research funds to those researchers who wrote with mathematical formulas, and naturally shut out those scholars who had in-depth practice like themselves.
In China, Drucker faced an even more embarrassing situation: he was the most well-known management scientist in China, and his theory had many supporters. However, due to the literal truth, it does not conform to the current flashy atmosphere, and there is no list of requirements for successful enterprises that are common in best-selling works such as "Pursuing Excellence" and "Evergreen Foundation". Today, with the popularity of management in China, Drucker's thoughts have been buried.
Learn from joseph schumpete Drucker, an economic giant, extensively dabble in psychology, sociology, history, philosophy and literature, and analyze the actual phenomena in business operation, so as to provide methodology for management, rather than tailor-made standardized projects, which has not attracted enough attention in China business circles.
In fact, Drucker's most influential theory is "management by objectives". In his view, the basic point of the manager's work is to complete the task and achieve the company's goals, and it is the action goal rather than his boss that guides and controls the manager. Compared with most management scientists who emphasize specific ways of doing things, he believes that the vision, dedication and honesty of managers determine the management level, followed by methods.
Drucker's most insightful point of view is that the company is a social structure that unites people for the purpose of meeting social needs. "
On this basis, let's listen to Drucker's China economic motto: the proportion of people with higher education in China is still quite small, and the growth momentum mainly comes from manufacturing rather than innovation. Therefore, if most leaders of China want to resist the severe challenges that have not yet come, they must first temper their basic understanding of the company and social relations.
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.
The purpose of organization is to make ordinary people do extraordinary things.
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.
Chronology of all Drucker's works
1. The end of economic man-1939
2. The future of industrial people-1942
3. Company philosophy-1946
4. The new society)-1950
5. Management Practice-1954
6. The United States in the next twenty years-1957
7. Landmarks of Tomorrow-1957
8. Results-based management)-1964
9. Effective executor-1966
10. Discontinuous age-1968
1 1. Technology, management and society-1970
12. Men, Ideology and Politics-197 1
13. management: tasks, responsibilities and practices)-1973.
14. The invisible revolution-1976 (reprinted in 1996 together with the pension fund revolution).
15. people and performance: the essence of peter drucker management-1977.
16. Introduction to Management-1977
17. The adventure of a bystander-1978 (autobiography)
18. Song of Brush: Japanese Paintings Collected by Sanso-1979.
19. Management in turbulent times-1980
20. Towards the next economics and other essays-198 1
2 1. The changing world of supervisors-1982
22. The last possible world (novel)-1982
23. The temptation to do good (novel)-1984
24. Innovation and Entrepreneurship-1985
25. The frontier of management-1986
26. New reality: government and politics, economy and enterprise, society and the world-1989
27. Managing non-profit organizations: principles and practice-1990.
28. Future-oriented management-1992
29. Ecological Vision-1993
30. Post-capitalist society-1993
3 1. Management in the era of great change-1995.
32. Drucker on Asia: Dialogue between Peter Drucker and Yukio Nakauchi.
33. peter drucker on management profession.
Management challenges in 34.2 1 century.
35. Management in 1990s-peter drucker-1999
36. Drucker -200 1
37. Management of the Next Society (2002).
38. A functioning society), 2002.
Drucker Daily) -2004
40. Effective implementers are in action (2006)
Drucker's quotations
An enterprise can only grow in the thinking space of entrepreneurs, and its growth is limited by the thinking space that its operators can touch!
..... Unless the profit created by an enterprise is greater than its cost of capital, the enterprise is in a state of loss ... Before earning the cost of capital, the enterprise did not create value, but destroyed it.
The first thing to say is that the CEO should take responsibility, not "power". You can't define a job by its power, but only by the results you produce for it. The CEO is responsible for the mission, actions, values and results of the organization.
Management is a kind of practice, and its essence lies not in "knowledge" but in "behavior"; Its verification lies not in logic, but in the result; Its only authority is achievement.
In time, in the social field, no one begins life with the beginning of time and ends life with the end of time; Everyone accepts the legacy left by predecessors, holds it for a period of time, and then gives it to future generations.
An enterprise is not defined by its name, articles of association and company rules, but by its tasks. Only when an enterprise has a clear task and purpose can it formulate a clear and realistic enterprise goal.
I'm afraid the only main reason why enterprises suffer setbacks is that people seldom fully think about what the tasks of enterprises are.
Strategic management is not a magic box, nor is it just a set of technologies. Strategic management is an analytical thinking and an effective allocation of resources. Plans are more than just a bunch of numbers. The most important problem of strategic management is that it cannot be quantified at all.
No enterprise can do everything. Even if there is enough money, there will never be enough talents. It must prioritize. The worst thing is to do everything, but only a little. This is doomed to nothing. Not the best choice is better than no choice.
Tomorrow will come, and it will always be different from today. If we don't focus on the future, the most powerful companies will get into trouble. It is dangerous to be surprised at what happened. Even the largest and richest companies can hardly bear this danger, and even the smallest enterprises should be alert to this danger.
The goal is not an order, but a responsibility or commitment. Goals do not determine the future, but a means to mobilize enterprise resources and energy to create the future.
Business objectives can be compared to the compass used by ships when sailing. The compass is accurate, but in actual navigation, the ship will deviate far from the course. However, without a compass, a ship can neither find its port nor estimate the time it takes to reach it.
There is no "perfect" strategic decision. People always have to pay the price. People always have to balance contradictory goals, contradictory views and contradictory priorities. The best strategic decision can only be approximately reasonable and always carries risks.
Unless the strategic evaluation is carried out seriously and systematically, unless the strategist is determined to achieve good business results, all his energy will be used to defend yesterday, and no one will have the time and energy to explore today, let alone create tomorrow.
Management is to define the mission of an enterprise and to motivate and organize human resources to achieve this mission. Defining the mission is the task of entrepreneurs, motivating and organizing human resources is the category of leadership, and the combination of the two is management.
A well-managed factory is always boring and nothing exciting happens.
There is only cost inside the organization, and the result exists outside the organization.
Management is an organ, which endows the organization with life, vitality and motivation. Without institutions (such as industrial and commercial enterprises), there is no management. However, without management, there will be only rabble and no organization. The system itself is an organ of society, and it exists only to provide needed results for society, economy and individuals. However, organs are never determined by what they do, let alone how they do it. They are determined by their contributions.
Apply talent to practice-talent itself is useless. Many talented people do nothing all their lives, usually because they regard talent itself as a result.
Management is called comprehensive art-"synthesis" because management involves basic principles, self-cognition, wisdom and leadership; "Art" is because management is practice and application.
The manager is the one who does things right. Entrepreneurs are people who do the right thing.
Excellent company, the first thing is not how much you pay, but who you pay. If you have the right employees, they will work hard and create a great company within their power. They will finish their work efficiently, and will not stoop down because of low pay, just like breathing out of control.