[Business Management] "Managers' Practice" Reading Notes-Managers and Their Work

The content is compiled from Drucker's classic book "Management Practice", management-related viewpoints can be described as concise and concise.

 

Manager	Manager’s job: information
	Manager’s tool: use time wisely
	Manager's resources: people
	Manager's requirements: integrity, educator-insight-moral responsibility

Personal interpretation: Managers are always dealing with all kinds of information, and at specific points in time, arrange suitable people to complete the set work goals. The information is accurate, timely, understand, process, and make reasonable decisions. Use the existing resources-people to promote the implementation of specific activities. In the specific process, the issuer and the person who execute the instructions are required to communicate in a timely and effective two-way manner and advance collaboratively, and finally reach the goal through various links and nodes.

Two tasks for managers	1. Create a true whole that is greater than the sum of its parts, create a productive entity, and its output will be greater than the sum of all input resources. (Two roles concurrently: composer + conductor) Need to think: What kind of performance does the company need to achieve, and therefore what kind of activities do it need? How do these activities improve performance results?
	2. Coordinate the long-term needs and immediate needs of each decision and action.

Personal interpretation: Pay attention to the whole, pay attention to the input-output ratio, and take into account long and short needs and goals. The final focus is on the performance that the company needs to achieve, and results-oriented.

Management work	1. Set goals, decide what the goal should be, and decide what actions should be taken to achieve the goal.
	2. Engage in organizational work (objective-activity-decision-structure)
	3. Motivate employees and communicate with employees (two-way communication, turning people in charge of different positions into a team)
	4. The basic element is the measurement standard (it is related to organizational performance, everyone has an applicable measurement standard)
	5. Training talents

Personal interpretation: goals, resource use, efficiency, combat effectiveness, rules, growth.

Management balance

Setting goals requires analysis and comprehensive capabilities (fairness and justice are the first priority) Performance evaluation: The measurement method must be conducive to self-control, and not from the outside or allowing superiors to abuse the measurement method to control and dominate employees. (The weakest link in a manager's job)

Personal interpretation: focus on the rationality of goal setting. To balance the constraints of various parties, the lack of objective constraints of the "human" governance requires more attention to how to balance.

Management information

Managers do not "manipulate" people, but organize others to do their own work. Need to have basic listening, speaking, reading, writing and calculation skills (skills) Context-respect language, rhetoric Motivate subordinates through written and spoken text or clear data

Personal interpretation: organization, coordination, cooperation, expression, understanding, quantification, timely, and fulfillment.

Management time

Features: rare, expensive, and difficult to master resources Good planning, think first, then act, thoroughly think about the target area, and systematically think about how to solve the old problems that appear again and again. The time spent communicating with the boss is far more than the time spent communicating with the subordinates, thinking about the problems of the boss, and thinking about what contribution you can make to the boss and the success of the entire enterprise. (Willing to take responsibility for the boss's work-manager's own business) Know how to get subordinates to actively discuss their problems

Personal interpretation: time view, input-output thinking, with the help of scientific methodology, exploration in practice, continuous feedback and optimization.

administrator

Controlled resources cannot be "controlled", a two-way relationship. Talent training direction: When training subordinates, whether the direction is correct and whether they can help subordinates grow into more important and rich people will directly determine whether managers themselves can grow, develop, or gradually become decadent. Honest character

Personal interpretation: "people" oriented, "people" first.

What kind of person can be a manager

Definition: If a person is responsible for others and their work, then he is a manager. Define whether a person is a manager or not by the function of a person and the contribution that the company expects him to play. Moral responsibility and vision determine whether a person is a manager or not . The biggest difference between different groups in a company is not in importance but in difference Function. (Requires that every member of the enterprise must have the vision of the manager. The concept of the manager is determined by class and treatment. It is as absurd as to treat modern business managers as the bosses of business in the past.) Having the educational function can empower others to achieve performance Capabilities and vision

Personal interpretation: Adults are self-conscious.