Peter Drucker is an Austrian-born writer, management consultant, and university professor. His works have influenced generations of scholars and entrepreneurs who pursue innovation and best management practices. Various business management courses are also deeply influenced by Peter Drucker's ideas. He is praised by some as "the father of modern management". Father” below I bring you the content.

1 Effective managers don’t make too many decisions. What they make are major decisions.

2 The self-development of effective managers is the key to organizational development.

3 A specific task of managers is to invest today's resources in creating the future.

4 What today’s organizations need is a group of ordinary people doing extraordinary things.

5 Perhaps the single most important reason why enterprises suffer setbacks is that people rarely fully think about what the enterprise's mission is.

6 Business managers must be effective.

7 Decision-making requires pain.

8 There is no “perfect” strategic decision. People always pay a price. People always have to balance conflicting goals, conflicting perspectives, and conflicting priorities. The best strategic decisions are only approximately sound and always involve risks.

9 Effective managers know that a decision does not start with gathering facts, but with their own opinions.

10 It depends on what is the right decision, not what is acceptable to people.

11 Who must use my output in order for my output to be effective?

12 A business is not defined by its name, articles of incorporation and articles of incorporation; It is defined by its mission. Only when an enterprise has clear tasks and goals can it set clear and realistic corporate goals.

13 The organization’s focus must be on opportunities, not problems. If an organization puts its energy where it produces results—that is, on opportunities—then there will be a sense of excitement and impulsiveness.

14 If an effective manager intends to start a new business, he must first delete an original business.

15 There are only costs inside the organization, and the results exist outside the organization.

16 Tomorrow will always come, and it will always be different from today, and even the most powerful companies will run into trouble if they don’t focus on the future. It is dangerous to be surprised by what happens. Even the largest and wealthiest companies cannot afford this danger, and even the smallest businesses should be wary of it.

17 Management is a practice, its essence lies not in "knowledge" but in "action"; its verification does not lie in logic, but in results; its only authority is achievement.

18 It is not wealth that determines the forward development of the economy. They only determine the headlines in the media, newspapers, and TV. It is the unknown and innovative small and medium-sized enterprises that really account for the largest percentage of GDP; What promotes social progress is not a few star CEOs, but more people who work quietly. These people are also unknown, and even have low educational backgrounds. Among these people, there are managers People, entrepreneurs, and entrepreneurs.

19 Being effective can be learned.

20 Principles for determining priorities: Focus on the future rather than the past. Focus on opportunities rather than just seeing difficulties. Choose your own direction and do not follow others. Aims must be high, innovative, and not just for safety and convenience.

21 Unless strategic evaluation is implemented seriously and systematically, and unless strategy makers are determined to achieve good business results, all energy will be used to defend yesterday, and no one will have the time and Energy is used to develop today, not to mention creating tomorrow.

22 We should know how to use the strengths of our superiors, which is also the key to effective work of subordinates.

23 An enterprise can only grow within the thinking space of the entrepreneur, and the growth of an enterprise is limited by the thinking space that its operators can achieve!

24 Effective decision-making People must first identify the nature of the problem: Is this a recurring problem or an occasional exception?

25 The goal is not a command, but a responsibility or commitment. Goals do not determine the future, but are simply a means of mobilizing an enterprise's resources and energy to create the future.

26 Effective managers need the impact of decisions, not decision-making skills; they need good decisions, not clever decisions.

27 We should incorporate actions into decision-making, otherwise it is just talk on paper.

28 A manager is someone who does things right. An entrepreneur is someone who does the right things.

29 No one can control change, only one can stay ahead of change.

30 The only definition of a leader is the followers behind him. Some are thinkers, some are prophets, all important and needed, but without followers there can be no leaders.

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1 Management is called a comprehensive art - "comprehensive" because management involves basic principles, self-awareness, wisdom and leadership; "Art" because management is practice and application.

2 The competition among enterprises today is not the competition between products, but the competition between business models.

3 A well-managed factory is always boring, without any exciting events happening.

4 Put talent into practice - talent itself is useless. Many talented people achieve nothing in their lives, usually because they see talent itself as a result.

5 Decision-making is impossible unless there are different opinions.

6 Effective managers must tolerate people’s shortcomings while utilizing their strengths.

7 Effectiveness is a habit and a combination of continuous training.

8 Effective managers insist on putting important things first and doing only one thing well at a time.

9 Business goals can be compared to the compass used by a ship to navigate. The compass is accurate, but in actual navigation, the ship can deviate very far from the course. However, without a compass, a ship can neither find its port nor estimate the time it will take to reach it.

10 No one company can do it all. Even if it has enough money, it will never have enough talent. It must prioritize. The worst thing is to do a little bit of everything. This will accomplish nothing. Not the best choice is better than no choice at all.

11 Concentration is a kind of courage, the courage to decide what should be done and what should be done first.

12 Management is to define the mission of the enterprise and to motivate and organize human resources to achieve this mission. Defining mission is the task of entrepreneurs, while motivating and organizing human resources is the scope of leadership, and the combination of the two is management.

13 Strategic management is not a magic box, nor is it just a set of techniques. Strategic management is analytical thinking and the effective allocation of resources. A plan is more than just a bunch of numbers. The most important issues in strategic management simply cannot be quantified.

14 The opposite of making decisions is not making any decisions.

15 Management is an organ, an organ that gives life to an organization, is active and dynamic. Without institutions such as industrial and commercial enterprises, there would be no management. But without management, there is only a mob, not an institution. The institution itself is an organ of society. It exists only to provide the required results for society, the economy and individuals. But organs are never defined by what they do, let alone how they do it. They are determined by their contribution.

16 In an excellent company, the first thing that matters is not how much you pay, but who you pay to. If you have the right employees, they will work to the best of their abilities to create a great company. They will complete their work efficiently and will not be discouraged by low pay, just like their breathing is out of control.

17 Innovation is the creation of a resource.

18 The first thing to say is that the CEO should bear responsibility, not "power". You cannot define a job by the power it has, but only by the results you produce from that work. The CEO is responsible for the organization's mission and actions, as well as its values ??and results.

19 A person who values ??contribution and is responsible for results, no matter how humble his position, is still a senior manager.

20 Knowing your time is a fruitful path as long as you are willing.

21 Effective managers hire people based on opportunities rather than problems.

22 Effective managers will ask: Do I really need a decision?

23 Effective managers will adapt to their own habits and will not force themselves.

24 Intelligence, imagination and knowledge are all our important resources. However, resources themselves are limited in what they can achieve, and only effectiveness can transform these resources into results.

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