The English name of "The Effective Executive" is " The Effective Executive ", which is a classic work of Drucker. Of course, Master Drucker is familiar to everyone, just the preface and introduction on this book (including Zhang Ruimin, Chen Chunhua, as well as Bill Gates, Grove's recommendation) know that it is a very good book.
A Chinese word is often mentioned in the book - "effective" (I often think of the technical word available ), I always feel awkward every time I see it, it should be translated as "effective" (meaning fruitful and high efficiency) or "efficient" is more appropriate. Of course, what is more important in this book is the content of the book. Compared to other boring books, there are many incisive conclusions and solid examples in this book, and many conclusions are drawn from his decades of management practice. What is even more rare is that because of the profound knowledge of Drucker, other non-management knowledge can often be comprehended in the book. Master Drucker is proficient in international law. During his lifetime, he experienced the First World War, the Second World War, and the Third Scientific and Technological Revolution. Therefore, the book often mentions military, political, economic, people's livelihood and other aspects, including the United States. Stories about the White House, world-renowned companies, etc. There are even many pages in the book about the contradictory relationship between the use of computers and management.
The key points raised in this book are summarized as follows:
Effective managers must develop the following habits:
a) Take control of your time - Be brave and good at taking control of your time. Although the reasoning is simple, the book uses 25 pages to illustrate this argument.
b) Results focus (or "contribution focus") - Managers often ask themselves "what can I contribute". Most managers value hard work, but ignore results that actually contribute value. The value of a person in the workplace does not lie in taking the lead and working hard, not in providing professional knowledge and technology, not in positions and titles, but in contributing results to the organization. Contributions here include three aspects: direct results, organizational values, and talent development. And the book also specifically expounds the emphasis on contribution, which can solve many interpersonal problems.
c) Employ people's strengths - This chapter is very exciting, and describes many principles of employing people (such as not setting things based on people; setting requirements for positions; cultivating strengths and avoiding weaknesses, etc.).
i. There is an interesting example in the book. In the early days of the American Civil War, every "flawless" general under Lincoln was defeated by General Lee's generals who had "skills" but were full of shortcomings.
ii. The author has conducted surveys of many young knowledge workers, and all surveys have almost reached the same conclusion: whoever can make the most of his strengths and is the most challenged, his work must be the most energetic, and certainly the most effective. achieve something. And those who are dissatisfied with their work mostly complain in unison: "They didn't let me give full play to my strengths!"
iii. The task of the manager is to give full play to the talents, health and inspiration of each individual, thereby multiplying the overall effectiveness of the organization.
d) Prioritize things
- This chapter describes some principles for doing important things. Including focusing on doing only one thing at a time; daring to innovate when considering priorities, daring to see opportunities rather than difficulties, etc.; having enough courage to decide what really should be done.
e) 有效决策
——这里讲的“有效决策”可以理解为“慎重决策”。这一章节还提到决策的五个要素：了解问题的本质；找出问题的边界条件；解决方案的顺序；重视决策的执行力；重视反馈。
下面是摘录下来的其他笔记：
1. 本书中提到的“管理者”不一定要管人，只要对其组织有影响力和决策作用的人都是管理者。
2. 管理得好的工厂，总是单调乏味，没有任何激动人心的事件发生。
3. 有效管理就要防患于未然，将异常管理变成例行管理。
4. 集中时间和精力做一件事情——一件值得做的事情。据研究发现，一个普通人超过90分钟精力就难以集中，而不够90分钟则难以处理好一件事情。
5. 现实的管理者往往事务缠身，在现实压力面前，那些危机事件或紧急事情必然‘优先’；而‘具有未来意义’的机会和事情就会‘暂缓’。事实上，只要暂缓，也许永远不会启动。这也是一个组织难以成功地走向未来，走向更大成就的原因。
6. 知识工作者的工作动力，取决于他是否具有有效性，及他在工作中是否能有所成就。如果他的工作缺少有效性，那么他对做好工作和做出贡献的热情很快就会消退，他将成为朝九晚五在办公室消遣时间的人。
7. 有效管理者的特征应该是：关注时间管理，关注系统思考，关注培养接班人。
8. 我们很久以前就已经了解到，制约经济增长与经济活动的，并不是资金的供给不足，而是对资金的需求不大。
9. 今天生活水准之所以提高，是以不断创新和变革的经济为前提的。创新和变革，形成了对管理者时间的过度需求。
10. 许多有效的管理者经常保持这样的一份时间记录，每月定期拿出来检讨。这份时间记录要记录下来，不能完全靠记忆回忆。
11. 我们都有这样的经验：由下属自己设定的目标，往往会出乎主管的意料之外。
12. 圣经中的“塔兰特寓言”故事。
13. 许多企业之所以被政府接管，多半是由于无法取得所需的资金，而非由于社会主义。
14. 在美国历史上，每一位有效的总统，都各有其一套激发反对意见的办法，以帮助自己做出有效的决策。
15. 2000年前罗马律法就曾说过：“行政长官不宜考虑鸡毛蒜皮之类的事情。”
16. 西方谚语说：“仆从眼中无英雄。与英雄接近的人，总能发现英雄的缺点。但仆从眼中所见的英雄的缺点，无害其为英雄，更无害于他们在历史舞台上呼风唤雨。”
17. 人际关系专家有一句俗语：“你要雇佣一个人的手，就得雇佣他整个的人。”同样的道理，一个人不可能只有长处，必然也有短处。
18. 美国的钢铁工业之父卡内基的墓志铭说得最为透彻：“这里躺着的人，知道选用比自己能力更强的人来为他工作。”