Who is called the father of modern management?

Peter drucker Drucker 1909 was born in Vienna, Austria-Hungary, and his ancestral home was in the Netherlands. The ancestors of Drucker family engaged in book publishing in17th century. Drucker's father is an Austrian official in charge of cultural affairs. My mother was one of the first women to study medicine. 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 is a respected master of management thought. /kloc-0 was born in Vienna in 1909, and/kloc-0 moved to the United States in 1937. His lifelong career is teaching, writing and consulting. Drucker wrote 39 books in his life and published more than 30 articles in Harvard Business Review, which is known as "the father of modern management". His writing style is clear and sophisticated, and he has put forward his own incisive views on many issues. Jack Welch, Bill Gates and others were deeply influenced by his thoughts. Drucker insisted on writing all his life, and even wrote this Drucker diary when he was in his nineties. No wonder The New York Times praised him as "the most enlightening thinker of our time". Drucker died at his home in California on June 165438+ 10/day, 2005, at the age of 95.

Drucker, who is honored as "the father of modern management", is the most outstanding management scholar of this era. He once swore: "If I can live to be 80, I will write until I am 80."

Drucker 1909 was born in Vienna, Austria-Hungary, and his ancestral home was in the Netherlands. The ancestors of Drucker family engaged in book publishing in17th century. Drucker's father is an Austrian official in charge of cultural affairs. My mother was one of the first women to study medicine. 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 is a respected master of management thought. /kloc-0 was born in Vienna in 1909, and/kloc-0 moved to the United States in 1937. His lifelong career is teaching, writing and consulting. Drucker wrote 39 books in his life and published more than 30 articles in Harvard Business Review, which is known as "the father of modern management". His writing style is clear and sophisticated, and he has put forward his own incisive views on many issues. Jack Welch, Bill Gates and others were deeply influenced by his thoughts. Drucker insisted on writing all his life, and even wrote this Drucker diary when he was in his nineties. No wonder The New York Times praised him as "the most enlightening thinker of our time". Drucker died at his home in California on June 165438+ 10/day, 2005, at the age of 95.

Drucker, who is honored as "the father of modern management", is the most outstanding management scholar of this era. He once swore: "If I can live to be 80, I will write until I am 80."

Peter drucker's far-reaching influence on the business community;

"Mr. Drucker's profound knowledge and profound thoughts not only affected the academic community, but also affected the business community. It can be said that no famous scholar and successful business leader does not learn from him. "

—— Zhao Shuming, Dean of Business School of Nanjing University

"Managers all over the world should thank this man because he devoted his life to clarifying the role of people and organizations in our society. I think peter drucker has done this more effectively than anyone else. "

-Jack Welch, former CEO of General Electric

"Of all the management books, Drucker's works have the deepest influence on me."

-Microsoft President Bill Gates

"Drucker is a hero in my heart. His works and thoughts are very clear and unique among people who are crazy about fashion ideas. "

-Intel Chairman Andy Grove

The evaluation of peter drucker by international authoritative media;

"peter drucker discussed how to change the new paradigm of management and how to continue to change our basic understanding of management practice and management theory." 2/KLOC-Management Challenges in the 20th Century is full of foresight and forward-looking thinking. It combines rich knowledge, extensive practical experience, profound insight, incisive analysis and common sense, which are the essence of Drucker's works and a' milestone in management'. "

-Harvard Business Review

"This visionary thinker has a trademark keen insight. He can understand the internal relationship between different forces, and he once again brought us a book that we can't understand. "

-"library journal"

Peter drucker 1909 was born in Vienna, Austria-Hungary. His ancestral home is Holland. His family engaged in book publishing in the17th century (Drucker originally meant "printer"). His 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. His autobiographical novel The Spectator, written from 65438 to 0979, gives a detailed and vivid description of his growth process. Peter drucker: The Economist asserts that the master is the master among the 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. 1937 immigrated to the United States and worked as an economist and management consultant in some banks, insurance companies and multinational companies. From 1942 to 1949, he is a professor of philosophy and political science at Benington University. 1942 was hired as a consultant by General Motors, the largest enterprise in the world at that time. 1946 edited and published the book "the concept of the company", which has a detailed and unique analysis of the organizational structure of large enterprises. 1950, Professor of Management, Business Institute, new york University.

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)