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class=\"wp-block-image aligncenter size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/06\/CXOUNION\u65b0\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">Read Drucker: Only good organization, can have a good society<\/h3>\n\n\n\n<h4 class=\"wp-block-heading\">Drucker&#8217;s theoretical origin, historical background and system summary<\/h4>\n\n\n\n<p>The source and foundation of Drucker&#8217;s thought is individualism, conservatism and liberalism which have a long history in the West. The first two fall into the broad liberal category. Liberalism inherited the Christian tradition and emphasized individual freedom, rights and dignity. Through the Renaissance, the Enlightenment and the Industrial Revolution, liberalism became the mainstream idea in the West and achieved achievements in political, social and economic fields. The Austrian school was the pinnacle of liberal economics. Liberalism is less compatible with traditional Chinese culture, and its academic principles are far from the equality understood by the public, so it is difficult for most enterprises in China to understand and practice Drucker&#8217;s ideas (which is in contrast to Japan). However, this does not prevent us from learning and drawing on Drucker&#8217;s theory from the perspective of general organization and management. <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\"> CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>The generation of Drucker&#8217;s theoretical thought has two major social and times backgrounds. These two backgrounds are also the objects of his observation and analysis. That&#8217;s why he calls himself a social ecologist. One background is the major changes in the productive systems of society: the industrial revolution, knowledge progress, and the information revolution. Another background is the changes in the relations of production and social institutions, including the market economy and the Nazi system in Germany, which Drucker observed closely. The two contexts interact. In the analysis of these two backgrounds, Drucker&#8217;s important thoughts include &#8220;the future of industrial man&#8221;, &#8220;knowledge society&#8221;, &#8220;uncertain and discontinuous era&#8221;, &#8220;post-capitalist era&#8221; and so on.<\/p>\n\n\n\n<p>Under the background of industrial civilization and market economy, a new community and organizational form different from the past appeared for the first time in human society: industrial and commercial enterprises. Drucker paid attention to this social cell from the standpoint of liberalism, humanism and humanity, and made it a lifelong research object (later expanded the scope of research to non-governmental organizations, etc.). Weber (Bureaucracy), Barnard (organization coordination), March (organization decision), Simon (limited rationality), Mintzberg (organization structure), Coss (organization boundary), Williamson (governance structure) and so on have made significant contributions to the study of modern organization. And Drucker is the founder and the integrator.<\/p>\n\n\n\n<p>Drucker&#8217;s research on organization focuses on two aspects: one is the relationship between organization and society, and the other is the relationship between individuals and organizations. Drucker believes that organization is an organic part of society, and a benign, healthy, harmonious and humanized society must be composed of organizations that meet these requirements and conditions. In popular terms, only good organizations can have a good society. The organization is composed of individuals, and the individual value needs to be reflected in the organization, and the mutual relationship between individuals and organizations has become the core issue of a benign society. Since organization is necessarily accompanied by management (the latter being a sufficient and necessary condition and attribute of the former), Drucker studied management as a social organ (in other words, a social function). Precisely because Drucker looked at organization and management from a social perspective, he did not define himself as a management scientist.<\/p>\n\n\n\n<p>Drucker built the huge system and structure of modern organization and management theory. The strategy theory, marketing theory, corporate culture theory, leadership theory and organizational behavior theory of contemporary management can all find their source from Drucker&#8217;s theoretical system.<\/p>\n\n\n\n<p>Drucker&#8217;s theory of organization and management can be summarized from three aspects: first, the basic norms of organization; Second, about the growth of enterprises; Third, management behavior. Here we introduce each.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Basic organization norm theory<\/h4>\n\n\n\n<p>Drucker made a series of basic definitions of the nature and function of organizations. These definitions may seem common sense today, but at the time they were groundbreaking. For the organization, political economists pay attention to the interest relationship and the conflict between capital and labor, and the western mainstream economics simply closes the enterprise organization and makes only the &#8220;rational man&#8221; assumption. Drucker believes that enterprise organization is a responsible organization, and creating customer value is the basic reason for the existence of enterprises. The highest responsibility of the organization, that is, the mission of the organization, in addition to creating customer value, but also to make their own future &#8211; here there is the meaning of organizational growth, while making employees rich achievements &#8211; here emphasizes the unity of personal value and organizational value, reflecting the development of people. Drucker&#8217;s famous saying, &#8220;The mission of an organization is to make ordinary people do extraordinary things&#8221;, not only shows the concept of human purpose, but also reveals the synergistic effect of organization. <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\"> CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>Drucker&#8217;s theory of organizational responsibility and mission transcends the narrow idea of profit maximization and extends organizational purpose to relevant stakeholders. At the same time, Drucker believes that corporate responsibility includes social responsibility, and enterprises should contribute to social progress. Only in this way can our society be benign and beautiful. Drucker was one of the earliest advocates of the concept of &#8220;social citizenship.&#8221;<\/p>\n\n\n\n<p>According to the liberal idea, individual value is the premise of organizational value. Drucker was always concerned with the general people in the organization, their dignity in the organization, and their role. There are no geniuses in business, and everyone has flaws and is &#8220;limited rationality.&#8221; Enterprises need to avoid individual shortcomings and give play to individual strengths through cooperation to achieve organizational rationality in a neutral way.<\/p>\n\n\n\n<p>Putting people first does not mean that organizational performance is not valued. Drucker attaches great importance to results (human development is also one of the results), and he believes that the cooperation of organizations takes the common goal as the bond and mechanism. However, when setting goals and achieving goals, we should pay full attention to the opinions of employees, and give employees greater autonomy. The organization Drucker wanted was a true community of free men for a common goal.<\/p>\n\n\n\n<p>Drucker believed that the core of an organization is responsibility, not power. He strongly disliked the traditional hierarchical and commanding organization, emphasizing delegation and flat, flexible organizational structure. He believes that organizations need to be both unified and flexible. In the information organization named by Drucker, he pays special attention to the integration, communication and discussion of various management levels, and advocates the organization form of task-based team. He believed that the organization should be like a symphony orchestra, composed of professionals, each with their own responsibilities, but following a unified score. In an uncertain environment, sometimes the score cannot be determined in advance, which requires the conductor and the musician to discuss and create together.<\/p>\n\n\n\n<p>Some of the concepts we often hear about today, such as the knowledge\/learning organization, the open organization of customer participation, and the dynamic adaptive ecosystem organization, can be found in Drucker&#8217;s work. Therefore, I say that he is the namer of the era and the organization to which he belongs, and his theory is forward-looking and broad, which makes it open, so that we can be inspired for a long time. <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\"> CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Strategic theory<\/h4>\n\n\n\n<p>The theme of the second part of Drucker&#8217;s management theory system is enterprise growth. It can also be called Drucker&#8217;s strategy theory. The main views and theoretical framework (model) are as follows:<\/p>\n\n\n\n<p>1. The purpose of a business is to create customers. Under the condition of market economy, the common sense is customer-oriented and demand-oriented. Drucker raised his strategic cognition to demand and customer creation, which not only solved the business problem that could not lead by following demand, but also pointed out the permanent driving force and basic direction of enterprise growth. Understand needs, exceed needs, create needs, and become the action guide for the most innovative entrepreneurs. Don&#8217;t ask customers what they want, Steve Jobs said. They had never seen a train and would only talk about how the carriage could be improved. What we want to do is to create a convenient, safe, inexpensive, alternative and revolutionary train service system for them. Because of the concept of creating customers and the discussion of customer value, Drucker is known as the founder of marketing. Kotler once quipped that if he was the father of marketing, Drucker was its grandfather.<\/p>\n\n\n\n<p>2. Management theory or career theory. These are the three assumptions that we are very familiar with. The first assumption is about the purpose and mission of the business. The mission setting of creating customer value includes target customers and customer value positioning, as well as the strategic intention and direction of the enterprise. It is like a beacon, leading the enterprise forward. It is the origin and initial intention of enterprise growth. When we are confused, anxious, unsolved, and encounter obstacles in our way forward, we have to return to this assumption. The second assumption is the assumption of the external environment of the enterprise. What are the characteristics of the environment and how will it change? What factors in the environment have a significant impact on business growth? What are the opportunities and obstacles in the environment? How do we adapt to our environment, how do we interact with it and how do we change it? These are important issues to be considered in the analysis and formulation of enterprise strategy. This hypothesis opens the basic framework of strategic analysis from the outside in, and expands the external space of strategic thinking. At the same time, the interaction mode between environment and enterprises also makes the growth of enterprises have the meaning of evolution. At present, almost all strategic theory textbooks begin with environmental analysis. The third assumption is about the firm&#8217;s strengths, strengths and core competencies. To create value for customers, of course, we must understand and recognize customer value, and we must position customer value. But that alone is not enough. In a way, it is more important how to create customer value and what to rely on to create value. Furthermore, how to develop, integrate and utilize multiple resources to achieve value goals and missions. This is a strategic perspective from the inside out. Drucker takes the goal and mission hypothesis as the core, and forms the complete framework of strategic analysis through the other two hypotheses. Many companies still use this framework today, such is the power of theory. <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\"> CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>3. Strategic characteristics and growth types. According to Drucker, strategy is a choice, a trade-off. Sometimes what you don&#8217;t do is more important than what you do. Strategy is to integrate all factors to improve productivity, which is a long-term and systematic behavior. From a dynamic perspective, strategy is the management of growth. Growth needs to be managed, it is not the same as growth. There may be three kinds of growth: first, the growth of productivity and value enhancement, which means the growth of internal strength and ability; The second is the growth of scale without the improvement of productivity, that is, the growth of obesity (this is a common problem of many enterprises in China, which was correctly said by Drucker many years ago); Third, the growth direction and manner are not correct cancer type growth, short-term growth but make the enterprise into a death trap. In reality, such examples abound. For example, the business model is not established and does not create value, the huge investment model with incorrect technical direction, the zero-sum game development model that damages the industrial ecology, and the false performance model that defraudes government subsidies. In recent years, China&#8217;s new energy vehicles, P2P finance, Internet sharing economy and other fields have rushed to death cases.<\/p>\n\n\n\n<p>4. Innovation and entrepreneurship. Drucker inherited the innovative ideas of the Austrian economist Peter Schumpeter. Schumpeter believes that innovation is the driving force of economic growth, including product innovation, market innovation, technological innovation, etc. The essence of innovation is to change the original production function (capital, labor, technology and other production factors integration, collaboration to generate output and growth). Drucker&#8217;s innovation refers to innovation in a broad sense, including not only technological innovation, but also customer value innovation, management and organizational innovation. Drucker analyzed several sources and ways of innovation, such as innovation from the unexpected, innovation from &#8220;contradictions&#8221; (contradictions between reality and expectations, assumptions and results, etc.), as well as population, industry, culture, society and other macro factors that affect enterprise innovation. Drucker&#8217;s innovative ideas have played a great role in promoting the later development of enterprise and industry innovation. At present, innovation has become the most important cause of national economic development, and innovation has become a prominent science. New concepts such as disruptive innovation, disruptive innovation and explosive innovation are emerging one after another. <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\"> CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>Who undertakes innovation and completes it? Drucker pointed out that the main body of innovation is the entrepreneur. Founders, leaders and managers are not necessarily entrepreneurs. An entrepreneur is a person with an entrepreneurial spirit. And the connotation of entrepreneurship is innovation. As soon as the concept of entrepreneurship came out, it quickly triggered the resonance of the majority of entrepreneurs, and it has become the most important part of the leadership model of business leaders. Drucker pointed out that entrepreneurship is a concept, but more importantly, it is a practice; Entrepreneurship is not a personal personality trait, so it is not innate, but dug up, cultivated and grown in practice. This is similar to Wang Yangming&#8217;s thought of the unity of knowledge and action. Entrepreneurship is not necessarily unique to business leaders; it can be practiced by all of us.<\/p>\n\n\n\n<p>5. Strategic choice under uncertain environment. As a social ecologist, Drucker is concerned with changes in social and industrial systems and has studied the evolution of many industries. I have a deep impression on the future of retail and so on. Drucker was keen to identify uncertainty and discontinuity in socio-economic systems as the main challenges facing contemporary organizations. What to do? Of course, to innovate, to change, to discover the factors of the future in the current environment. We may not be able to predict the future, but we can know it from the information we already have. All of our current actions need to have future meaning (doing things for the future now). In the face of uncertainty, we must adhere to our mission and basic values on the one hand, and on the other hand, we need to be close to customers, integrate with customers, find customer changes, and change together with customers. As long as strategic choices are highly aligned with customer changes, we can overcome the barrier of uncertainty.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Management behavior theory<\/h4>\n\n\n\n<p>The theme of the third part of Drucker&#8217;s management theory system is management behavior. In 1954, Management Practice was published, marking the birth of management theory. Since the industrial Revolution and the emergence of market economy, industrial and commercial enterprises have become the main form of social organization. After the end of the Second World War, to the 1950s, the world entered a relatively stable economic order, The Times put forward the requirements of systematic research management, Drucker management theory came into being. I remember him proudly saying that before the publication of Management Practice, management seemed to be something done by a few geniuses, and no one could learn it. I turned management into a discipline. To a large extent, I invented management. As the founder of management, Drucker&#8217;s discussion of management can be said to be all-encompassing. I would like to make a few observations. <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\"> CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>1. Definition of management. Drucker believed that management is a practice, and the most important thing is not to know but to do well. Management is a discipline but not a science. It is this definition that separates the academics who focus on &#8220;scientific&#8221; management from Drucker. Later, Mintzberg defined management as the intersection of practice, science, and craft. In Drucker&#8217;s view, management is a great practice in today&#8217;s society and a social organ to use resources to develop social productive forces. Since it is an organ, management needs to be understood from a functional perspective, with the task of creating a whole that is greater than the sum of its individuals or parts. In The Practice of Management, Drucker tells the fables of three stonemasons: the man who makes a living by getting paid is not the manager, the man who does his work well and even becomes the top craftsman in the country is not the manager, but the man who works to build the whole cathedral is the manager.<\/p>\n\n\n\n<p>For the content of management, Drucker once listed many aspects: setting goals, building organizations, communicating, delegating, establishing evaluation criteria, and developing people. I always remember Drucker&#8217;s most famous words: Management is to obtain results through the work of others. Managers can not do everything themselves, need to stimulate the potential and enthusiasm of the managed. Drucker issued a call that still shocks people: Management is to achieve others!<\/p>\n\n\n\n<p>Drucker&#8217;s definition of management includes the content of leadership. Leadership behavior contains spiritual and moral factors. Somewhat like Confucius, the Chinese sage, Drucker emphasized the importance of choosing leaders with integrity and inspiring goodwill in organizations. Management is even a social institution, it is the product of civilization, also belongs to civilization itself, embodies the basic beliefs of society. The emergence of professional managers and the emergence of specialized management activities made Drucker, who had been concerned about organizational conflicts and many social defects since industrialization, see hope: well-intentioned and humanized management is the cornerstone of the healthy operation of organizations and society. In fact, all of Drucker&#8217;s management theories are centered on people, human dignity and human development, which reflects a distinct individual standard.<\/p>\n\n\n\n<p>Drucker also explored the meaning of management at the macro level. The first is the Angle of social resource allocation. After the emergence of market economy, people generally believe that the invisible hand, the trading mechanism, can make the effective and balanced allocation of social resources. Drucker believes that after the emergence of organizations, management also plays an important role in the allocation of resources. This actually means the substitution of the organization for the market. Chandler, a famous business historian, called the control mechanism within an organization the visible hand. In his analysis of the boundaries of organizations, institutional economist Coase, a Nobel laureate in economics, also juxtated market mechanisms with organizational mechanisms (management), and the two viewed efficiency conditions as interchangeable. The second is the social moral Angle. That is, the legal perspective of management. Since the advent of capitalism, proponents have claimed that individual self-interest produces social welfare. The young Drucker, who just entered the academic world, did not agree, and he was worried about the future of &#8220;industrial people&#8221;. About 20 years later, Drucker discovered the bridge between the interests of the individual and the interests of society, that is, management. Through management, individuals in each organization have the willingness to take responsibility and create value for customers outside the organization. Individual efforts enhance social welfare; Individual responsibility and social responsibility should be unified. It is recognizing the social significance of management that Drucker attaches great importance to the values of managers and attaches great importance to the way of &#8220;liberal arts&#8221;. <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\"> CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>2. Boyah management. In his later years, Drucker defined management as a liberal art. To be honest, I do not fully agree with this Chinese translation, in contrast, Mr. Shao Minglu&#8217;s &#8220;art of freedom&#8221; may be closer to Drucker&#8217;s original intention. Because of the guiding and suggestive nature of the literal meaning of Chinese characters, people will associate &#8220;liberal arts&#8221; with broad and elegant, and they appear so high-end and elite. In fact, Drucker repeatedly stressed that management has nothing to do with personality and knowledge, and everyone can learn. In my opinion, &#8220;the art of freedom&#8221; has three meanings: first, the concept of freedom, individualism, and humanistic care. The core here is to set others free. This point has already been mentioned. The second is the dynamics, mobility and richness of practice of solving problems in specific situations and scenarios. In Chinese language, it means eclectic. Third, I learned a higher degree of management skills and entered the free realm of cooking and killing cattle. Freedom is the image of beauty and the soul of art. Drucker finally attributed management to art and freedom, to the liberation of the mind, so that innovation has an inexhaustible source. Of course, from a linguistic perspective, I have nothing against the concept of liberal management. Now that the convention has been established, continue to follow it.<\/p>\n\n\n\n<p>According to my limited observation, there are not many Chinese enterprises that really practice liberal management. There are reasons for the growth stage and competitive environment of the enterprise, as well as the degree of commercial civilization and cultural tradition. In today&#8217;s environment, more enterprises are implementing a high-energy culture of high task, high pressure, high incentive and high elimination (I summarize it as a high-energy organization), and this legalistic performance mechanism is more powerful. Under the influence of long-term power culture, the managers often lack the grace to respect their subordinates, and some of the managed also lack self-discipline. Some enterprises that advocate Confucian culture are not individual-oriented, but collective-oriented; Influencing and controlling employees&#8217; thoughts through education is far from true liberal arts. It may be necessary to wait for the post-90s and post-00s to become the main body of the enterprise, and Boya management will have the soil for implementation. The famous Drucker researcher in the United States, Drucker friend and colleague (Claremont University Druck-Masatoshi ITO Graduate School of Management) Marciarello believes that Drucker&#8217;s liberal arts ideas are also &#8220;lost&#8221; in the United States.<\/p>\n\n\n\n<p>3. Management by objectives. As the founder of management management engaged in the actual work of management consulting, Drucker is not like some empty, bookish management scholars, only talking about some pedantic and grand ideas, only designing some models without practical significance. He put forward many simple, practical but significant management methods, management by objectives is one of them. Personally, I think this is Drucker&#8217;s greatest contribution to management, on the same level as Taylor&#8217;s scientific management. Some western management scholars believe that management by objectives is a Copernican revolution in the field of management. Different from the commonly understood KPI management, management by objectives emphasizes employee autonomy: employees participate in goal setting, make commitments to goals, and accomplish goals autonomously. Drucker was confident in the mission of the employees (his assumptions about human nature were positive) by observing the willingness of ordinary workers to take responsibility for the country&#8217;s victory during World War II. The main task of managers is to stimulate the willingness of employees to take responsibility and create conditions for them to complete their duties through decentralization. Responsible person is the core management concept of Drucker.<\/p>\n\n\n\n<p>Management by objectives unifies individual rationality and organizational rationality of employees. The responsibility undertaken and committed by employees is part of the responsibility of the organization; The voluntary and autonomous behavior of employees is an integral part of the cooperative behavior of the organization. The so-called heart to think in one place, strength to make a place. Through management by objectives, Drucker solved the organizational paradox: how individuals and organizations are compatible. Another important feature of management by objectives is to pay attention to the results and the output of the system. This reflects Drucker&#8217;s consistent results-oriented thought. Chinese entrepreneurs Ren Zhengfei, He Xiangjian, Li Dongsheng and so on are very appreciative of this, respectively put forward the victory culture, food culture and performance culture. Deming, who worked with Drucker at New York University and is a quality guru in Japan and around the world, is less convinced of management by objectives, arguing that the process is more important than the result (PDCA is both the result and the process). <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\"> CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>In the process of implementing management by objectives, it is necessary to pay attention to the consensus within the organization. Left-right consensus (both on goals and on the means to achieve them) requires a common foundation of facts, a transparent information environment, and adequate communication. In order to make employees willing to take responsibility for a long time, in addition to authorization, there should be a fair evaluation of their performance. For this reason, Drucker placed great emphasis on managerial\/leader integrity. In my opinion, this is a necessary condition for effective implementation of management by objectives (sufficient condition is information and data).<\/p>\n\n\n\n<p>Drucker&#8217;s management by objectives (MBO) thought and method are not entirely derived from the people-oriented values, but also related to the observation of business management practice. Henry Ford (Ford Sr.) distrusted managers and surrounded them with spies. Authoritarian, surveillance management nearly bankrupted the company (his grandson, Henry Ford II, brought it back to life through change). The opposite of the old Ford approach is GM&#8217;s decentralized management. At General Motors, the distribution of power between superiors and subordinates is somewhat similar to a negative list: as long as there is no provision for superiors to decide, the subordinates can make their own decisions. Based on this contrast, Drucker argued that organization is a community, which should be driven from the bottom up and controlled by the self. Not top-down, externally controlled, run by command.<\/p>\n\n\n\n<p>As far as my observation is not necessarily comprehensive, after the birth of management by objectives, some traditional enterprises have not really implemented, and the imperative KPI approach is still the mainstream of management. However, in the 1970s, a group of technology-based and knowledge-based enterprises emerged, such as Inter, Oracle, etc., and began to practice management by objectives with OKR, and new enterprises such as Google even applied it to a new height. Management by objective spread to China, a bit of Huai orange into the meaning, most enterprises still like the KPI way. However, self-management in the platform organization, self-organization conditions, will bloom new flowers.<\/p>\n\n\n\n<p>4. Effective managers. The Effective Manager (originally translated as The Effective Manager) is a great book (first published in 1966) that has influenced millions of managers, and it is from this book that many people began to enter the world of Drucker. About 1998-1999, I worked together with Bao Zheng and Peng Jianfeng on a consulting project in TCL Corporation. I listened to Mr. Bao&#8217;s lecture tour on &#8220;Effective managers&#8221; for several times. The book is not long, about 100,000 words, the style is popular, but it is not easy to understand. Many people read it often, and they don&#8217;t do it &#8220;productively.&#8221;<\/p>\n\n\n\n<p>First, what is a manager. First, management is the product of the separation of ownership and management. The manager is not a private representative of the shareholders (mainly the controller), but a bearer of organizational responsibility. Managers exist because of responsibility. Second, managers are not necessarily team leaders; some knowledge workers are also managers. This is different from how we usually understand it. Managers are distinguished by whether they contribute to the organization through their decisions. Third, managers are not gifted geniuses; one could even say that everyone is a manager.<\/p>\n\n\n\n<p>Second, what is effective or effective. Effective means producing results. Management must produce results. The results appear and exist outside the enterprise, not inside. In other words, the only criterion for testing results is customer value. When it comes to results, Drucker believes that they come from opportunities and tend to be distributed in fewer areas for companies, so they need to focus their efforts. Management effectiveness is a skill that can be trained and learned, a habit (and most important, in my opinion). It should be noted that Drucker proposed that effective managers are related to the emergence and growth of knowledge workers. On the one hand, these people have motives and pursuits beyond economic interests, on the other hand, they do not want to be controlled and pushed around, and they hope to have a certain space of freedom. By becoming effective managers, they can realize their self-worth.<\/p>\n\n\n\n<p>Third, what prevents us from being effective managers? Managers are often in situations (scenarios) where time is occupied by others. Just like many bosses and executives in our group, they went to the office to sit down and just wanted to think about some important issues, and then the customer called, and then someone came to report and sign. From the perspective of space, we are in the organization, used to focus on internal problems, and often weighed down by internal problems. In addition, we are often caught up in the problems and difficulties of the moment, caught up in contradictions, and have no time to focus on the outside and the results. <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\"> CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>Finally, how do you become an effective manager? Drucker made several suggestions.<\/p>\n\n\n\n<p>First, master your time. Time is our most important and scarce resource. To be effective, managers do not necessarily start from work, but from time. Do not do things that can be entrusted to others, and be good at integrating and using fragments of time.<\/p>\n\n\n\n<p>Second, always ask yourself: What can I contribute? The contribution here is the contribution to external results and performance. Without contributions, managers have no value. This means that our focus is on uncertain markets and customer value.<\/p>\n\n\n\n<p>Third, bring out the best in people. This should be true for others as well as for ourselves. The instinct of human nature, often make people pay attention to the shortcomings of others; The blind areas of self-cognition often make themselves struggle with their shortcomings. Give full play to people&#8217;s strengths, can get twice the result with half the effort. Drucker valued interpersonal communication, but he stressed that it is not necessary to pay attention to how the relationship with others is, but to pay attention to what the other person can contribute. This is based on rational cooperation rules, rather than vulgar, pretentious talk about relationships, talk about life, emotional intelligence. It is not important to like a person or not, the important thing is that he plays a role. Drucker summed up effective interpersonal relationships in four sentences: mutual communication, teamwork, self-development, and achievement of others. <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\"> CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>Fourth, first things first. Drucker said that the effective manager, to do the big things first, do not worry about the secondary things. What are the important things? It&#8217;s good for the future, good for opportunities. Managers should know how to give up, if something was not done in the first place, will it be done now? If the answer is no, don&#8217;t do it. The reason why some managers are always busy with the immediate, superficial things, and why they are always stuck between the future, which may produce results, and the past, which urgently needs to be solved, is because we always prioritize our work according to the internal pressures of the organization. Effective managers must focus, focus, and do one thing at a time. When planning to start a new business, be sure to delete an existing business. This is a slap in the face of some of our blindly diverse bosses.<\/p>\n\n\n\n<p>5. Decision-making elements. In The Effective Manager, Drucker spends much of his time talking about how managers make decisions. Drucker outlined five elements of decision making: First, understand the nature of the problem. The problems that often arise are solved through institutions, norms and principles; But the truly occasional, exceptional problems are few and far between. So effective managers don&#8217;t always make decisions. When new problems are encountered, new hypotheses need to be formed and tested by scientific methods. Second, find out the boundary conditions of the problem. First of all, it is necessary to make clear the goal, and on this basis, to understand the norms needed to make decisions. The boundary conditions are the constraints to achieve the goal. We need to know the real constraints (not to be misled by false, vague boundaries), and we need to be clear about the minimum requirements (the bottom line) of certain constraints (some). As I understand it, the boundary is a necessary influence on the target value. Take the external boundary as an example, to choose what kind of new business, the demand must be real and have a certain capacity. Take the internal boundary as an example, to change from opportunity growth to system growth, organizational system is indispensable. Study what the right decision is, not the acceptable compromise. And compromise is a common problem with organizations. Decisions need to be correct first, and then consider where they can be adapted and compromised. Fourth, the decision plan takes into account the implementation measures, so that the decision can be implemented. Any decision needs to answer the question of who knows, who will do it, what action should be taken, how to make it enforceable, and how to match the capabilities of those who implement it. Fifth, feedback is needed in the decision-making process to verify whether the decision is effective and correct. In today&#8217;s parlance, it means iteration.<\/p>\n\n\n\n<p>Regarding the decision-making behavior of managers, Drucker believed that decision-making is usually not a choice between right and wrong, but a choice between probably right and possibly wrong. The first step in decision-making is not to gather facts, but to have an opinion. This means making a hypothesis first and testing it later. Verification requires factual basis, but when looking for facts, there needs to be a standard to measure and judge the facts. When making decisions, we should list as many options as possible and select the appropriate one. Pay attention to the negative opinion as an alternative to the decision. 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