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\u77e5\u8bc6\u578b\u5458\u5de5\u66f4\u6ce8\u91cd\u7cbe\u795e\u9700\u6c42\u7684\u6ee1\u8db3\uff0c\u4e3a\u6b64\uff0c\u7ba1\u7406\u8005\u5bf9\u77e5\u8bc6\u578b\u5458\u5de5\u8981\u6709\u66f4\u591a\u7684\u7406\u89e3\u548c\u4ea4\u6d41\uff0c\u7ba1\u7406\u624b\u6bb5\u4e5f\u5fc5\u987b\u8ddf\u8fdb\u3002\u5b9e\u8df5\u8bc1\u660e\uff0c\u5bf9\u77e5\u8bc6\u578b\u5458\u5de5\u7684\u7ba1\u7406\uff0c\u5fc5\u987b\u5efa\u7acb\u5728\u4eba\u672c\u4e3b\u4e49\u7684\u57fa\u7840\u4e0a\uff0c\u4ed6\u4eec\u66f4\u9700\u8981\u7ba1\u7406\u8005\u5173\u6ce8\uff0c\u66f4\u9700\u8981\u4ee5\u4e00\u79cd\u5e73\u7b49\u53cb\u5584\u7684\u6001\u5ea6\u53bb\u4ea4\u6d41\u548c\u6c9f\u901a\u3002<\/p>\n\n\n\n

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\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n

Peter Drucker: In management, as long as you understand these five points you are a master<\/h3>\n\n\n\n

As a world famous management master, Peter Drucker has attracted worldwide attention and attention for his series of management ideas. Among them, his concise and profound views in human resource management have the most far-reaching impact on enterprises.<\/p>\n\n\n\n

In fact, the concept of “human resources” was first proposed by him. He wrote in The Practice of Management: CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

Human resource is the most productive, versatile and abundant resource among all resources, and its greatest advantage lies in its ability to coordinate, integrate, judge and imagine. The biggest difference between it and other resources is that people can make full use of themselves, give play to their own strengths, and have absolute autonomy for work. Human development cannot be completed by external forces, and often must be generated from within.<\/p>\n\n\n\n

Drucker’s core ideas on human resources are reflected in the following five points.<\/p>\n\n\n\n

The ultimate task is to inspire enthusiasm<\/h4>\n\n\n\n

The main responsibility of a manager is to motivate employees. Managers must learn to inspire enthusiasm, make people feel secure, hopeful, and willing to work hard to achieve organizational goals.<\/p>\n\n\n\n

The organization does not exist for profit<\/h4>\n\n\n\n

Any organization does not exist for its own benefit, but to achieve a specific social purpose and by meeting a social need.<\/p>\n\n\n\n

Every organization should recognize that meeting needs is the foundation of its existence, and with the development of society, constantly improving its ability to better meet needs is a condition for its continued existence. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

Match employees’ strengths with their positions<\/h4>\n\n\n\n

Whoever wants to reduce weakness in hiring will inevitably lead an organization that is mediocre.<\/p>\n\n\n\n

Managers must recognize that no one is perfect and match the strengths of employees to their positions. Employing people is the strength of employing people, using the most suitable people is better than using the best people.<\/p>\n\n\n\n

What managers should learn most is to find the advantages of talent, make the best use of people, and put the right people in the right position.<\/p>\n\n\n\n

Knowledge becomes a critical resource<\/h4>\n\n\n\n

In today’s enterprises, there are more and more knowledge workers with certain expertise, so the management of knowledge workers is becoming more and more prominent.<\/p>\n\n\n\n

Knowledge workers pay more attention to the satisfaction of spiritual needs, so managers should have more understanding and communication with knowledge workers, and management methods must follow up. Practice has proved that the management of knowledge workers must be based on humanism, they need more attention from managers, and they need to communicate and communicate with an equal and friendly attitude.<\/p>\n\n\n\n

In fact, the management mode of the world’s famous enterprises has gradually become more life, more close to human nature, and more in line with the needs of people, such as Google, Amazon, Tencent, Ali and so on. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

In knowledge organizations, management is not directed, but directed.<\/p>\n\n\n\n

The most valuable asset is people<\/h4>\n\n\n\n

The current economy is a knowledge-based economy dominated by high-tech industries, and in the final analysis, it is a talent economy.<\/p>\n\n\n\n

Enterprise competition, knowledge creation, profit and value-added, rational allocation of resources, ultimately rely on talent to achieve, talent is the key to realize the two fundamental changes in economic system and growth mode.<\/p>\n\n\n\n

Based on this, talent will become the dominant force to promote the growth and development of enterprises. Only the integration of personal development and enterprise development, so that talents will give full play to their talents, ideals, values, in order to maximize the creation of enterprise performance. It can be seen that human resource management is not only a function, but also a strategy for enterprises. CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n

\u7531CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/a>\u8f6c\u8f7d\u800c\u6210\uff0c\u6765\u6e90\u4e8e\u9886\u5bfc\u8005\u7ba1\u7406\u7b14\u8bb0\uff1b\u7f16\u8f91\/\u7ffb\u8bd1\uff1aCXO UNIONCXO\u8054\u76df\u5c0fU\u3002<\/p>\n\n\n\n

\u5982\u9700\u52a0\u5165CXO UNION\uff08CXO\u8054\u76df\uff09<\/a>\u9ad8\u7ba1\u793e\u7fa4\uff0c\u8bf7\u8054\u7cfb\u793e\u7fa4\u5c0f\u4f19\u4f34\u54e6~<\/p>\n\n\n\n

\"\"\/<\/figure>\n\n\n\n

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