If everything is predicted, it will be ruined. First of all, we must clarify the task. The task is clear, and we will also be clear about the direction. Then we will break down the tasks and arrange them step by step so that everyone knows what to do, what to do and what to do. Let everyone know that their work is valuable, and organically combine everyone's personal pursuit and work task goals. The task is the goal, and Drucker's most influential theory is "management by objectives". In his view, the basic point of the manager's work is to complete the task and achieve the company's goals, and it is the action goal rather than his boss that guides and controls the manager. Compared with most management scientists who emphasize specific ways of doing things, he believes that the vision, dedication and honesty of managers determine the management level, followed by methods.
Drucker's most insightful view is that the company is a social structure that unites people for the purpose of meeting social needs. 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.
"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. "
An enterprise is not defined by its name, articles of association and company rules, but by its tasks. Only when an enterprise has a clear task and purpose can it formulate a clear and realistic enterprise goal.
I'm afraid the only main reason why enterprises suffer setbacks is that people seldom fully think about what the tasks of enterprises are.
Strategic management is not a magic box, nor is it just a set of technologies. Strategic management is an analytical thinking and an effective allocation of resources. Plans are more than just a bunch of numbers. The most important problem of strategic management is that it cannot be quantified at all.
No enterprise can do everything. Even if there is enough money, there will never be enough talents. It must prioritize. The worst thing is to do everything, but only a little. This is doomed to nothing. Not the best choice is better than no choice.
Tomorrow will come, and it will always be different from today. If we don't focus on the future, the most powerful companies will get into trouble. It is dangerous to be surprised at what happened. Even the largest and richest companies can hardly bear this danger, and even the smallest enterprises should be alert to this danger.
The goal is not an order, but a responsibility or commitment. Goals do not determine the future, but a means to mobilize enterprise resources and energy to create the future.
Business objectives can be compared to the compass used by ships when sailing. The compass is accurate, but in actual navigation, the ship will deviate far from the course. However, without a compass, a ship can neither find its port nor estimate the time it takes to reach it.
There is no "perfect" strategic decision. People always have to pay the price. People always have to balance contradictory goals, contradictory views and contradictory priorities. The best strategic decision can only be approximately reasonable and always carries risks.
Unless the strategic evaluation is carried out seriously and systematically, unless the strategists are determined to achieve good business results, all their energy will be used to defend yesterday, and no one will have the time and energy to explore today, let alone create tomorrow.
Management is to define the mission of an enterprise and to motivate and organize human resources to achieve this mission. Defining the mission is the task of entrepreneurs, motivating and organizing human resources is the category of leadership, and the combination of the two is management.
There is only cost inside the organization, and the result exists outside the organization.
Management is an organ, which endows the organization with life, vitality and motivation. Without institutions (such as industrial and commercial enterprises), there is no management. However, without management, there will be only rabble and no organization. The system itself is an organ of society, and it exists only to provide needed results for society, economy and individuals. However, organs are never determined by what they do, let alone how they do it. They are determined by their contributions.
Apply talent to practice-talent itself is useless. Many talented people do nothing all their lives, usually because they regard talent itself as a result.
The manager is the one who does things right. Entrepreneurs are people who do the right thing.
Excellent company, the first thing is not how much you pay, but who you pay. If you have the right employees, they will work hard and create a great company within their power. They will finish their work efficiently, and will not stoop down because of low pay, just like breathing out of control.