The Life of the Characters in peter drucker's Works

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.

1954 published the Practice of Management and put forward an epoch-making concept-management by objectives. 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.

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.