1 The manager must be valid. Effective, it is the job of administrative personnel. 2 "Know your time" is an effective method, as long as you are willing. "Know: Your: Time", if he wants to, and he is well on the road to contribution and efficiency. Effectiveness can be learned. Effectiveness is a habit and a synthesis of continuous training. Effectiveness is a habit; This is a complicated practice. A person who values his own contribution and is responsible for the result, no matter how humble his position is, he still belongs to the "top manager". A person who pays attention to contribution and is responsible for results, no matter how low his position is, is a "top manager". Who must use my output to make it productive? Who must use my output to be effective? Effective managers must tolerate people's shortcomings and give full play to their strengths. Efficient managers know that to gain strength, they must tolerate weaknesses. Efficient managers focus on opportunities, not problems. They pay attention to opportunities rather than problems in staffing. We should know how to make use of the advantages of superiors, which is the key to the fruitful work of subordinates. It is the key for subordinates to give full play to their advantages. 10 Effective managers will conform to their own habits and will not force themselves. An effective manager tries to be himself, not someone else. Effective managers insist on doing important things first, only one thing at a time. They focus on their own time and energy, and also on the company's time and energy-only do one thing at a time, and do the most important thing first. A specific task of managers is to use today's resources to create the future. Use today's resources for the future. 13. Effective managers plan to do a new business, and must first delete an existing business. Efficient managers will give up old activities before starting new ones. "Concentration" is a kind of courage, daring to decide what to do and what to do first. Focus-that is, have the courage to make your own decisions about time and events, and decide what is really important and what comes first. All they do are important decisions. Efficient managers don't make too many decisions. They focus on important things. 16 effective managers need the influence of decision-making, not the skills of decision-making; What matters is a good decision, not a smart decision. They want influence, not skill. They want voice, not intelligence. 17 Effective decision makers must first recognize the nature of the problem: is it a recurring problem or an accidental exception? The first question that effective decision makers ask is: "Is this a common situation or an exception?" 18. It depends on what is an "appropriate decision", not what is "acceptable to people". One must start with what is right, not what is acceptable. We should incorporate action into decision-making, otherwise it will be an armchair strategist. If the commitment to action is not included in the decision from the beginning, the decision will not take effect. Effective managers know that a decision does not start with collecting facts, but has their own opinions first. People don't start from looking for facts, but from an idea.

Drucker's enterprise management epigrams

1. The manager must be valid. 2. "Know yourself and know yourself" is a fruitful road as long as you are willing. 3. Effectiveness can be learned. 4. Effectiveness is a habit and a synthesis of continuous training. A person who values contribution and is responsible for the result, no matter how humble the position, still belongs to the "top manager". 6. Who must use my output to make my output? 7. Effective managers must tolerate people's shortcomings and give full play to their strengths. 8. Effective managers focus on opportunities, not problems. 9. We should know how to make use of the advantages of our superiors, which is the key to the fruitful work of our subordinates. 10. Effective managers will conform to their own habits and will not force themselves. 1 1. Effective managers insist on doing important things first and only do one thing well at a time. 12. A specific task of managers is to use today's resources to create the future. 13. An effective manager intends to do a new business, and must first delete an original business. 14. The principle of determining priorities is to focus on the future rather than the past, not just to see difficulties, to choose your own direction, not to follow other people's goals, to be high, to be innovative, and not just to seek safety and convenience. 15. "concentration" is a kind of courage, dare to decide what to do, what to do first. 16. Effective managers don't make too many decisions. All they do are important decisions. 17. Effective managers need the influence of decision-making, not the skill of decision-making; What matters is a good decision, not a smart decision. 18. An effective decision-maker must first determine the nature of the problem: is it a recurring problem or an accidental exception? 19. It depends on what is an "appropriate decision", not what is "acceptable to people". 20. We should incorporate actions into decision-making, otherwise it will be an empty talk. 2 1. Effective managers know that a decision does not start with collecting facts, but has their own opinions first. 22. The opposite of making a decision is not making any decision. 23. There can be no decision unless there are different opinions. 24. Effective managers ask, "Do I really need a decision?" 25. Decision-making needs to endure pain. Self-development of effective managers is the key to organizational development. 27. Intelligence, imagination and knowledge are our important resources. However, the effect that resources themselves can achieve is limited, and only "effective" can transform these resources into results. 28. Today's organizations need a group of ordinary people to do extraordinary things. 29. Drucker said: A truly excellent enterprise is often dull and boring. Enterprises need quiet leaders to worship more than idols. Efforts to mobilize the enthusiasm of employees and require employees to maintain full passion are precisely the performance of lack of confidence in business operations. Only by establishing a rational culture and atmosphere, only by boldly analyzing the strengths of enterprises are employees lacking, and only by giving full play to the subjective initiative of employees can enterprises continue to succeed and move towards Excellence.