After reading a famous book, what do you feel? For this reason, I need to seriously write down my thoughts after reading it. So how do we write our thoughts after reading? Below are sample essays (3 selected articles) on management books that I have collected for everyone. They are for reference only. You are welcome to read them. Thoughts after reading management books 1
"The Truth About Managing People" is a work about human resources management written by Dr. Stephen P. Robbins.
Dr. Stephen P. Robbins is the world's best-selling author of management books in the fields of management and organizational behavior. His books have sold more than 2 million copies and are widely used in more than 100 universities in the United States and hundreds of universities and many companies around the world, with readers all over the world. In addition to this book, the Chinese versions of Dr. Robbins' "Management" and "Organizational Behavior" are also well-known among Chinese management teachers, MBAs, business managers and company white-collar workers, and have been best-selling for many years.
Dr. Robbins’ rich practical experience and profound knowledge are not comparable to those of ordinary management professors in the ivory tower. He has worked for Shell Oil Company and Reynolds Metals Company, taught at the University of Nebraska, Concordia University, University of Baltimore, Southern Illinois University, and University of San Diego, and served as a consultant for some well-known multinational companies.
Dr. Robbins loves sports. Since 1993, he has won the 50-meter sprint championship in the national indoor age group four times and set two world records in 360 meters and 200 meters. He was voted Mr. Track and Field for his age group in 1993 and 1994.
Such a book written by such an experienced author, I immediately felt after reading it that he expounded some truths on human resources management in plain and easy-to-understand language, and he used all the The examples close to real life have intuitive guiding significance for work practice. Thoughts after reading management books 2
After reading Drucker's "The Practice of Management", I have a higher respect for Drucker, the "father of modern management". No wonder so many celebrities love Drucker and his books. Perhaps it is because of the endless charm of his thoughts in his books.
"Managers all over the world should thank this man - Drucker, because he devoted his life's energy to cleaning up the role of people and the role of organizations in our society. I think Drew He did this more effectively than anyone else," Welch, the former CEO of General Electric, said of Drucker. "Of all the management books, Drucker's works have had the greatest impact on me." This is Gates's evaluation of Drucker. The American Management Association also gave him high praise: "If the greatest invention of the 20th century is management, then Drucker is undoubtedly the greatest inventor." Drucker, a generation of management masters, used his wisdom to and ideas have made great contributions to the world of management.
In "The Practice of Management", Drucker proposed an epoch-making concept - management by objectives. From then on, management was created as a discipline, thereby establishing the status of a management master. With his profound humanistic qualities, Drucker emphasized people's ideality, values ??and judgment, forming a key resource for organizational performance. He pointed out that management is an organ that gives life, activity and dynamics to an organization. What I admire most about him is: Management is a practice whose essence lies not in knowledge but in action; its verification lies not in logic but in results; its only authority is achievement. His management thoughts have deeply influenced my entire ideological foundation of management. It can be said that his thoughts have been rooted in my thoughts. He elaborated his unique views on various aspects of management and formed a complete system of ideas, thus creating the discipline of management.
"The Practice of Management" provides concepts, principles and tools, and is a very systematic set of management knowledge. Taking the essence of management into consideration, he has incisive and unique insights into the understanding of managers' roles, duties, functions and the challenges they will face in the future, revealing the mysteries and practices of management. In this book, Drucker asks three classic questions: What is our cause? What will be our career? What should our career be? It also took the lead in proposing the concept of "corporate social responsibility". Drucker believes that if companies fail to fulfill their social responsibilities, the government must force them to fulfill this responsibility.
He repeatedly emphasized that serious and responsible employees will indeed place high demands on managers, requiring them to be truly qualified for their jobs, requiring them to take their work seriously, and requiring them to take responsibility for their tasks and achievements. Duty is a harsh master. It is useless and irresponsible to only make demands on others without making demands on yourself.
If employees are not sure that their company is serious, responsible, and capable, they will not take responsibility for their work, their team, and the food of their unit. The shortcut to entering Drucker's management world is to start by understanding the responsibilities of managers, employees and enterprises. The core of Drucker's management thought is responsibility, which is the fundamental principle for maintaining economic and social development. Drucker expounded the essence of management in "The Practice of Management", taking some successful companies as examples to point out how managers manage a company and how managers manage themselves. In his book, he analyzes what kind of management structure enterprises should establish to develop, and introduces managers' methods for managing employees and work. From Drucker's book we can see that management is a concept rather than a technique, freedom rather than control. Management is practice rather than theory, performance rather than potential. Management is a responsibility rather than a right, and contribution is not a promotion. Management is an opportunity not a problem, simple not complex.
After reading "The Practice of Management", I think there are several extremely important keywords in this book: performance (i.e. results, goal orientation), practice (the emphasis is on action, management can be learned), contribution (What can I do for others, what can others do for me), Responsibility (what responsibilities have I taken on, and should I work hard for it), People (people are the most fundamental and important wealth and resources), Character (honesty and integrity) is the most important character).
I would like to offer my thoughts on how to be a good manager. Drucker said: Many people strongly emphasize the importance of liking people, being helpful and being able to get along with others, thinking that these are important conditions for managers. But these conditions alone are definitely not enough. Every successful organization has bosses who dislike others, are unhelpful, and are difficult to get along with. But although this type of boss is cold, unlikable, and demanding, he develops a lot of talent. He also earned more respect than other well-liked bosses. He requires his subordinates to be meticulous and strict with himself; he establishes high standards and expects his subordinates to always maintain high standards; he only considers what to do is correct and never differs from person to person. Although these managers are often talented, they will never value intelligence over integrity when evaluating their subordinates. A manager who lacks these qualities, no matter how likable, helpful, affable, or even extremely intelligent and capable, is a dangerous person and "unfit to be a manager." A truly good manager has a quality that cannot be learned, a condition that managers cannot acquire but must have. It is not a person's genius, but a person's character. Chinese people often say: "To learn how to do things, you must first be a human being." I think Drucker would agree with this sentence.
Regardless of whether managers receive general education or management education, since the future situation will be different from the past situation, what will play the most decisive role in the future is neither education nor skills, but a person’s honesty. Integrity of character. Indeed, without the quality of honesty and integrity, it is difficult to imagine a person being able to take responsibility and be proactive in completing work. In today's business society, there are too many "unreliable" people and things, which makes honesty and integrity an even more valuable quality. In addition, we must also see that honesty and integrity do not mean stupidity, but a very high quality and wisdom. Just as genius is hard to find, people with integrity are even more precious. Sadly, what is often mentioned in Chinese officialdom and business circles as "being a good person" is sometimes not honesty and integrity, but flattery and taking advantage of every opportunity.
The above are some of my feelings after reading "The Practice of Management". In fact, this book leaves us with a lot to discover, and the above is just the tip of the iceberg. I think I will read this book carefully again and again and practice it personally, and I will definitely gain more. Thoughts after reading management books 3
Management is both a science and an art.
After reading the book "Management", I have a deeper understanding. Planning, organizing, leading, coordinating and controlling... We all know these functions of management.
But how can we maximize these aspects? This indeed places high demands on leaders. A person who is unparalleled in terms of technical level may not be able to manage a company well; a person who does not have an advantage in technology may be able to manage a company very well.
The book "Management" mentions many management schools. Although each school has its own opinions, they all have their own principles.
Following Weber, who formally elaborated the theory of the size and complexity of organizational operations in the early 20th century, Taylor proposed his scientific management theory. He focused on how to design tasks, work and incentive systems, and use Industrial engineering methods such as time and motion studies to improve productivity compare the organization to a well-oiled machine, with managers as the operators of the machine.
In the 1930s, management theory gradually changed the view of organizations as machines, and the human relations movement emerged, emphasizing the importance of informal social relationships at work. Organizations not only bring profits, but also It plays a role in allowing people to interact and learn.
In the 1950s, some theorists believed that organizations differed depending on whether they were designed to perform fixed tasks or innovative tasks.
In the 1960s, mainstream thinking no longer considered a specific organizational structure for a specific enterprise. At this time, only contingency emerged, believing that organizations should match environmental factors to achieve efficiency. Later, the shareholder view and stakeholder view, strategic assessment, trend analysis, uncertainty, etc. appeared in management theory.
It can be seen that management scientists have made great contributions to management practice.
Some people may think that what is discussed in the book is purely theoretical and is very different from the real world, but this is not the case. Leaders in management have many roles, and leaders with different personality traits generally play different roles. If you are a social person and have strong communication skills, then you are suitable to be a conceptual leader. At this time, you will act as a link, connecting the company with the outside world and connecting the company internally. Connecting employees in different positions makes communication ubiquitous and makes the enterprise full of vitality. Not everyone is cut out to be a conceptual leader. Some people are suitable to be decision-making leaders, and some are suitable to be executive leaders. Only by finding your own position will you get twice the result with half the effort.
Few people can be as hands-on as Zhuge Liang, and the results may not be flattering. This again involves the issues of centralization and decentralization mentioned in the book. Is it better to centralize or decentralize power? No one can give a definite answer. This depends on the size of the company, the company's management system, and the personal characteristics of the company leader. Reasonable certainty is the key to successful management. If the company is too centralized, the development space of employees will be very limited, which will easily lead to the loss of outstanding talents; but if it is too decentralized, it will threaten its leadership position and face great management risks. This reflects the artistry of management.
In addition to the leader, the company’s management model will also be very different. Different industries, different enterprises in the same industry, and different regions within the same enterprise require enterprises to organize specific management systems based on actual conditions. Some are suitable for the linear system, some for the divisional system, and some for the divisional system. Suitable for matrix system.
As a leader, you cannot simply copy other people’s management methods. You need to have your own unique features while learning from them. As a retail giant, Wal-Mart's management method is certainly successful, but its management method is not necessarily suitable for Carrefour. Under the leadership of Jobs, Apple has achieved great results, but if Jobs manages a real estate company with the same philosophy as managing Apple, its management may not necessarily be successful. This further reflects the flexibility of management. This book fully illustrates this point.
Management is indeed a very deep knowledge. It penetrates into every corner of life and work, but not everyone can master it well. While drawing on the theoretical knowledge from this book, we need to integrate theory and practice based on our own life experiences to make ourselves an excellent manager. At the same time, an excellent leader must have a relatively systematic understanding of many aspects of knowledge. If you do not require a deep understanding of a certain field of knowledge, you must at least have some understanding of this field.
The CEO of a company needs to deal with all aspects of the company's problems. If his knowledge is limited, the decisions he makes will also be limited. Of course, if the CEO doesn't understand it himself, he can hire others to help him complete the work. But first of all, it requires that the person he hires is indeed a talent and can handle this problem; secondly, it also requires that this person is very loyal to the company, able to trust enough, and able to fully let go. Therefore, if you want to become an excellent leader, you need to constantly improve yourself.