Peter drucker, the father of modern management. Peter drucker was born in Vienna on 1909. His ancestral home was Holland, and later he moved to America. The ancestors of Drucker family engaged in book publishing in17th century. Drucker's father was an official in charge of cultural affairs in the Austro-Hungarian Empire. My mother was one of the first women to study medicine. Drucker grew up in a 1 rich cultural environment, and his autobiographical novel The Spectator written in 1979 gives a detailed and vivid description of his growth process. Peter drucker is a respected master of thought in the field of management. His works have influenced generations of scholars and entrepreneurs who pursue innovation and best management practices. EMBA, MBA, CEO required reading 12 and other business management courses are also deeply influenced by peter drucker thought.

Peter drucker's famous management quote:

1. Effective managers don't make too many decisions. All they do are important decisions.

2. Effective managers insist on doing important things first, and only do one thing at a time.

3. A specific task of managers is to put today's resources into creating the future.

If an effective manager intends to do a new business, he must first delete the existing business.

5, "determination" is a kind of courage, dare to decide what to do, what to do first.

6. Time is a very special resource. No matter how much it takes, the time will not increase.

7. Even managers who pay attention to contribution may not get satisfactory results.

8. Value is what we pay and what others get.

9. Time is fleeting and cannot be stored. Time is the scarcest thing.

10. Within a certain range, we can substitute one resource for another. But nothing can replace lost time.

1 1. If effective managers are different from others, the biggest difference is that they cherish their time very much.

12. An effective decision-maker must first determine the nature of the problem: is it a recurring problem or an accidental exception?

13, it depends on what "legitimate decision" is, not what "people can accept" is.

14 and 1 People only need to work hard for a while, but the poor need to work hard for a lifetime.

15, actions should be incorporated into decision-making, otherwise it is an armchair strategist.

16, the world never lacks beauty, only the eyes that find beauty.

17, effective managers know that a decision does not start with collecting facts, but has their own opinions first.

18, the opposite of decision-making, is not to make any decision.

19, an effective manager knows that to make good use of his time, he must first know how his time is actually spent.

20. First of all, we should find and eliminate things that don't need to be done at all and things that waste time and have no effect. To this end, it is necessary to carefully review all recorded activities.

2 1. Have enough courage to arrange the work order according to your own analysis and understanding. Only in this way can managers hope to be the masters of time and tasks, not just their slaves.

22. Perhaps the more important question is: "Have I arranged the right time for something really important?"

23. Important things take a lot of time, and it is a complete block of time. This is true of almost everything, whether it is discussing new products or making major personnel decisions.

24. Our life is limited, the goals we want to pursue and the knowledge we have learned are infinite, and it is impossible to pursue infinite goals and knowledge with limited life. Therefore, in life, we must learn to "orient", and choice is as important as hard work!

25. Focusing on contribution means focusing on results.

26. Anything new needs a lot of preliminary work. You need others' understanding and build up knowledge.

In many human activities, the only eternal law is change. Therefore, we are only satisfied with the present enterprise. It will be difficult to survive in an uncertain tomorrow.

28. We must accept a very simple, cruel and strict rule-the most important thing for individuals to get rid of difficulties and seize opportunities is to invest resources in tomorrow's achievements instead of yesterday's memories.

29. Managers must be effective.

30. "Knowing the time" is a fruitful road, as long as you are willing.

3 1. Unless the strategic evaluation is carried out seriously and systematically, unless the strategists are determined to achieve good business results, all their energy will be used to defend yesterday, and no one will have the time and energy to explore today, let alone create tomorrow.

32, management is to define the mission of the enterprise, and 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.

33. A well-managed factory is always boring, and nothing exciting happens.

34, fruitful can learn.

35. Effectiveness is a habit and a synthesis of continuous training.

36. A person who values contribution and is responsible for results, no matter how humble his position, still belongs to a "top manager".

37. Who must use my output to make it productive?

Effective managers must tolerate people's shortcomings and give full play to their strengths.

39. No one can control change, but he has to walk ahead of it.

40. The goal is not a command, but a responsibility or commitment. Goals do not determine the future, but a means to mobilize enterprise resources and energy to create the future.

4 1. Effective managers focus on opportunities, not problems.

42. We should know how to make use of the advantages of our superiors, which is the key to the fruitful work of our subordinates.

43. Effective managers will conform to their own habits and will not force themselves.

44, effective managers need the influence of decision-making, rather than decision-making skills; What matters is a good decision, not a smart decision.

45. It is impossible to make a decision unless there are different opinions.

46. Effective managers ask, "Do I really need a decision?"

47, decision-making needs to endure pain.

48. Self-development of effective managers is the key to organizational development.

49. Intelligence, imagination and knowledge are our important resources. However, the effect that resources themselves can achieve is limited, and only "effective" can transform these resources into results.

50. Today's organizations need a group of ordinary people to do extraordinary things.

5 1, innovation is to create a resource.

Nowadays, the competition among enterprises is not between products, but between business models.

53. 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!

54. An enterprise is operating at a loss unless its profits are greater than its cost of capital. Before earning the cost of capital, enterprises did not create value, but destroyed it.

55. 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.

56, management is a kind of practice, its essence is not "knowledge" but "line"; Its verification lies not in logic, but in the result; Its only authority is achievement.

57. In terms of 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.

58. An enterprise is not defined by its name, articles of association and company regulations, but by its tasks. Only when an enterprise has a clear task and purpose can it formulate a clear and realistic enterprise goal.

59. I am afraid that the only main reason why enterprises have suffered setbacks is that people seldom fully think about what the tasks of enterprises are.

60. 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.

6 1. The manager is the one who does things right. Entrepreneurs are people who do the right thing.

62. Operational objectives can be compared to the compass used by ships. 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.

64. There are only costs inside the organization, and the results exist outside the organization.

65. The Organization must focus on opportunities, not problems. If the organization focuses on the place where results are produced-that is, opportunities, then there will be a sense of excitement and impulse.

66. 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.

67. Management is called a comprehensive art-"comprehensive" because management involves basic principles, insight, wisdom and leadership; "Art" is because management is practice and application.

68. The only definition of a leader is that there are followers behind him. Some people are thinkers, others are prophets. These people are very important and badly needed, but without followers, there will be no leaders.

69. For an 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.

You will be surprised to find that there are many things in this world that you don't have to do, and it doesn't matter. If your answer is: "It doesn't matter if you don't do these things." You should rudely delete these unnecessary things. Scholars should say "no", no matter whether you use euphemism or strict words, in short, you should say "no"

7 1. It is not wealth 1500 that determines economic development. They only decide the headlines of media, newspapers and TV, and those small and medium-sized enterprises that really account for the largest proportion of GDP are unknown and brave in innovation; What really promotes social progress is not a few star CEOs, but more people who work silently. These people are also unknown and even have low academic qualifications. Among these people, there are managers, entrepreneurs and entrepreneurs.

72. Paying attention to contribution can shift the manager's attention from his narrow department, specialty and skills to the operating performance of the whole organization, and make him pay more attention to the outside world. Only the outside world can produce benefits, so managers may have to reconsider their skills, specialties, roles, and the relationship and goals between their departments and the whole organization. After all these considerations, the manager may have many different ideas about what he should do and how to do it.

73. Management is an organ that gives life, motivation and vitality to institutions. Without system, 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.

74. 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.

75. Tomorrow will always 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 most 1 enterprise can hardly bear this danger, and even the smallest enterprise should be alert to this danger.

It is easy for you to see that these people have not contributed. The reason for their failure is that some managers have a common fault, that is, expert arrogance. Think that others should understand their terms and think in his way. They think the rest should know what to do even if they don't communicate. Therefore, effective managers can't help asking: "What should they contribute?" Also ask: "Who in the company should know what I want to contribute and what I am doing? How can I express it so that others can understand and use it, or make others become effective managers? "

Promotion should be given to those who do different jobs and to those who can expand their business fields. Those who can ask themselves such questions should be encouraged: "What contribution can I make to really bring new influence to my work? Has a new meaning. Have the ability to achieve new achievements? " These problems seem to be more important for people who have been promoted. You'd better ask yourself what contribution you can make to change the status quo. In this way, you can get rid of stereotypes, have new ideas, go beyond the original scope of work, and turn promotion into new opportunities for success.

Peter Bilt 579

200/265: Small trucks based on Volkswagen /Man truck G90 are still produced by Volkswagen in Brazil.

260/334: used for expressway, 1939- 194 1 year production.

270/334/345: Used for expressway replacement 269/334. Produced in 194 1- 1949.

354/355/364: Heavy trucks, produced between 194 1- 1949.

280/350: Classic "Iron Nose" truck with unique circulating front fender and straight waterfall grille.

In the movie "Duel", trucks produced between 28 1/351:1954-1976 appeared, and the cars in the movie were 281of 1960.

282/352: used to replace 28 1/35 1 and add an inclined cab.

359: The first long nose routine Peter Bilt. At first, it was only used as a wrecker. Later, 1972 added a unique "Corvette" panel, and 1 100' s unique cockpit wall door is still in use today.

346: Peter Bilt, the second rarest, only produced 10.

348: Peter Bilt's first truck with a fiberglass hood used an inclined hood to increase the view.

353: 1973, Peter Bilt cancelled the fender on the desktop on 35 1.

387: It looks like 353. It was originally designed as a coal hauler with a bigger bumper and a heavier vehicle.

362: 198 1 replaced 353, which was the flagship model at that time and had three wipers on the windshield.

372: Peter Bilt pays the most attention to aerodynamics, and the fuel consumption is the first 10+MPG.

377: Headlights and fenders that emphasize aerodynamics.

357: Much like 378, but it is mostly used for heavy-duty and heavy-duty construction.

379: The flagship of Peter Bilt 1987-2007, redesigned the door, installed a larger driver's window on the passenger's door, and had a better view.

387: Different from other Peter Bilt, the 387 sleeper is installed on the roof, and the frame of the whole vehicle is redesigned.

386: Only a little cheaper than 387.

389: In 2008, it officially replaced 379 and became the new flagship.

320: Peter Bilt's oldest flat head is mostly used for stop-and-go garbage trucks between cities.

2 10/220: Peter Bilt's flat-headed medium-sized truck

587: Brand-new design, more space, more ergonomic seats and sleepers.

579: brand-new flagship, with more luxurious interior and more emphasis on aerodynamics.

Peter Handke

Starting with his innovative spirit

Austrian playwright peter handke won the Nobel Prize in Literature, and his "Scold the Audience" was regarded as a classic by dramatists.

Handke called his "Scold the Audience" a "drama". He abandoned the logical relationship between plot, role, setting, dialogue, climax, ending and other elements of traditional drama and the rules of stage rehearsal, making speech replace plot as the main content of the whole drama. At the same time, let the speech bring the audience into the plot, eliminate the boundary between the stage and the audience, and change the audience's mentality and habits of watching the drama, thus constituting a subversion of traditional drama.

His anti-traditional drama creation has gone through the construction stage of dialectical regression, and then his personal feelings and cultural reflections are integrated into his drama works, showing his unique artistic innovation spirit.

peter f. drucker

Peter drucker is known as "the father of modern management".

Peter drucker was born in 1909. His ancestral home was in Holland, and later he moved to America. Drucker grew up in a rich cultural environment, and his autobiographical novel The Spectator, written in 1979, gave a detailed and vivid description of his growth process.

Peter drucker's works have influenced generations of scholars and entrepreneurs who pursue innovation and best management practices, and all kinds of business management courses are also deeply influenced by peter drucker's thought.

Drucker gave the following tips on the core issues of China's development:

1, technology and capital can only play a role and effect through effective managers.

2. The core issue of China's development is to train a group of effective managers.

3, managers can not rely on imports, only China people can build China.

4. At present, the biggest demand and the best opportunity facing China should be to train effective managers quickly.

5. Effectiveness can be learned and must be learned.

Reference to the above content: Baidu Encyclopedia-peter drucker

What is peter drucker's masterpiece?

Peter drucker, the father of modern management, is a "master among masters".

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.