Peter 61 Drucker

Peter Drucker, the father of modern management. Peter Drucker was born in Vienna in 1909. His ancestral home is the Netherlands and he later immigrated to the United States. Ancestors of the Drucker family were engaged in book publishing in the 17th century. Drucker's father was an official in charge of cultural affairs in the Austro-Hungarian Empire. My mother was one of the first women to study medicine. Drucker grew up in a wealthy cultural environment. His autobiographical novel "The Spectator" written in 1979 gave a detailed and vivid description of his growth process. Peter Drucker is a respected master of thought in the management community. His works have influenced generations of scholars and entrepreneurs who pursue innovation and best management practices. They are a must-read for various business management courses such as EMBA, MBA and CEO. 12 articles and so on are also deeply influenced by the thoughts of Peter Drucker.

Peter Drucker’s management quotes:

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

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

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

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

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

6. Time is a very special resource. No matter how much is needed, time will not increase.

7. Even managers who focus on contribution may not necessarily get satisfactory results.

8. Value is the part of what we give and which is received by others.

9. Time is fleeting and cannot be stored. Time is the most scarce thing.

10. Within a certain range, we can replace one resource with another. But nothing can replace the time that has been lost.

11. If effective managers are different from other people, the biggest difference is that they cherish their time very much.

12. An effective decision-maker must first identify the nature of the problem: Is this a recurring problem or an occasional exception?

13. We should look at what is a “proper decision” rather than what is “acceptable to people”.

14. A person only needs to work hard for a while, but a poor person needs to work hard for a lifetime.

15. We should incorporate actions into decision-making, otherwise it will be just talk on paper.

16. The world never lacks beauty, it only lacks eyes to discover beauty.

17. Effective managers know that a decision does not start with collecting facts, but first with their own opinions.

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

19. An effective manager understands that in order to make good use of his time, he must first know how his time is actually spent.

20. First of all, you must discover and eliminate those things that do not need to be done at all and those things that are simply a waste of time and have no effect. To do this, all activities on the records need to be carefully reviewed.

21. You must have enough courage and dare to arrange the sequence of work based on your own analysis and understanding. Only in this way can managers hope to become masters of time and tasks rather than just slaves to them.

22. Perhaps the more important question is: "Have I arranged appropriate time for the really important things?"

23. Everything that is important must be spent. A lot of time, and complete chunks of it. This is true for almost everything, whether discussing a new product or a major personnel decision.

24. Our lives are limited, and the goals we want to pursue and the knowledge we want to learn are unlimited. It is impossible to pursue unlimited goals and knowledge with a limited life. Therefore, in life, we must learn to "orient". Choice and hard work are equally important!

25. Paying attention to contribution means attaching importance to effectiveness.

26. Any new thing requires a lot of preliminary work. You need the understanding of others and the establishment of political awareness.

27. Among the many human activities, the only eternal law is change.

So just settle for today's business. It will be difficult to survive in an uncertain tomorrow.

28. We must calmly accept a very simple, very cruel, and very severe rule - individuals must get out of trouble, seize opportunities, and the most important thing is to invest resources in tomorrow's results, rather than In the memory of yesterday.

29. Managers must be effective.

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

31. 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 time. and energy to develop today, not to mention create tomorrow.

32. 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.

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

34. Being effective can be learned.

35. Being effective is a habit and a complex that comes from continuous training.

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

37. Who must take advantage of me? Output so that my output is effective?

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

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

40. 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.

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

42. We should know how to use the strengths of our superiors. This is also the key to effective work of subordinates.

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

44. Effective managers need the impact of decision-making, not decision-making skills; It's about good decisions, not clever decisions.

45. Unless there are different opinions, there will be no decision-making.

46. Effective managers ask: "Do I really need a decision?"

47. Decision-making requires pain.

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

49. Intelligence, imagination and knowledge are all our important resources. However, what the resources themselves can achieve is limited, and only "effectiveness" can transform these resources into results.

50. What today’s organizations need is a group of ordinary people who can do extraordinary things.

51. Innovation is the creation of a resource.

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

53. An enterprise can only grow within the thinking space of the entrepreneur. The growth of an enterprise is limited by the thinking space that its operators can achieve!

54. Unless the profit generated by an enterprise is greater than its capital cost, otherwise the enterprise is operating at a loss. Until it earns its capital cost, the enterprise does not create value but destroys value.

55. 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.

56. 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.

57. In time, in the social field, no one starts his life with the beginning of time and ends his life with the end of time; everyone accepts the legacy of past generations from the people in front of him. The inheritance is held for a short time and then passed on to those who follow.

58. An enterprise is not defined by its name, articles of association and corporate regulations, but by its mission.

Only when an enterprise has clear tasks and goals can it set clear and realistic corporate goals.

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

60. 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.

61. Managers are people who do things correctly. An entrepreneur is someone who does the right things.

62. Business goals can be compared to a compass for sailing a ship. 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.

63. 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.

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

65. 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.

66. Apply talent to practice - talent itself is useless. Many talented people achieve nothing in their lives, usually because they see talent itself as a result.

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

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

69. In an excellent company, the first thing that matters is not how much you pay, but who you pay the compensation 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.

70. You will be surprised to find that there are many things in this world that you don’t have to do, and they don’t matter. If your answer is: "It won't make any difference if you don't do these things." Feel free to delete these things you don't have to do. You should learn to say "no", whether you use a very tactful way or sternly, in short, say "no".

71. It is not the Fortune 1500 that determines the economic development. 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 really drives social progress is not a few celebrity CEOs, but more people who work silently. These people are also unknown, and even have low educational backgrounds. Among these people, There are managers, entrepreneurs, and entrepreneurs.

72. Paying attention to contribution can shift the manager's attention from his own narrow department, profession and skills to the operating performance of the entire organization, making him pay more attention to the external world. Only the external world is where benefits are generated, and the manager may therefore be forced to reconsider the relationship between his skills, his profession, his role, and his department's relationship to the organization as a whole and its goals. After such consideration, the manager may have many different ideas about what he should do and how to do it.

73. Management is an organ, an organ that gives life to an organization, is active and dynamic. Without institutions, 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.

74. No company can do everything. 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.

75. Tomorrow will always come, and it will always be different from today. If we do not focus on the future, the most powerful companies will also run into trouble. It is dangerous to be surprised by what happens. Even the largest and most exclusive companies cannot afford this risk, and even the smallest businesses should be wary of it.

76. You can easily see that these people have no contribution. The reason for their failure is that some managers have a common problem, which is expert arrogance. Believes that others should know their terminology and think their way. They think the rest of the people should know what to do even if they don't communicate. So, effective managers ask, “What should I contribute?” but also, “Who in the company should know what I want to contribute and what I’m doing? How should I express it so that it’s understood? If others understand and apply it, will others become effective managers? ”

77. Promotions should be given to those who do their work differently and to those who can expand their business areas. People who can ask themselves questions like: "What contribution can I make that will really make the work have a new impact? Have new meaning? Have the ability to achieve new performance?" These questions are very important for those who have been promoted. For people, it seems to be more important. You'd better ask yourself what contribution you can make to make a difference. In this way, you can get rid of stereotypes, have new ideas, go beyond the original scope of work, and turn promotion into opportunities for new successes.

Peterbilt 579

200/265: Small truck based on the Volkswagen/Man Trucks G90, still produced by Volkswagen in Brazil to this day

260/334 : Used on highways, produced between 1939 and 1941

270/334/345: Used on highways, used to replace 269/334, produced between 1941 and 1949

354/355/364: Heavy truck, produced from 1941 to 1949

280/350: Classic "iron nose" truck with unique looping front fenders and straight waterfall grille

281/351: A truck produced between 1954 and 1976. It appeared in the movie "Duel". The car in the movie is a 1960 281

282/352: Used for Replaced 281/351, added tilting cab

359: First long-nosed conventional Peterbilt.

Initially used only as a tow truck, in 1972, the unique "Corvette" panel was added, and the 1100's unique cockpit wall-style doors are still used today

346: The second rarest Peter Beale Special, only 10 built

348: Peterbilt's first truck to use a fiberglass hood, using a sloping hood to increase visibility

353: 1973 Peterbilt, canceled the table fenders on the 351

387: Looks a lot like the 353, originally designed as a coal truck, with a larger bumper and a heavier vehicle< /p>

362: Replaced the 353 in 1981 and was the flagship model at the time, with three wipers on the windshield

372: Peterbilt’s most aerodynamically focused cabover truck, No. A model with a fuel consumption of 1MPG

377: Emphasis on aerodynamic headlights and fenders

357: Much like the 378, but mostly used in heavy-duty and heavy-duty construction Etc.

379: Peterbilt’s flagship from 1987 to 2007, the doors were redesigned, and a larger driver window was installed on the passenger door for better visibility

387 : Unlike other Peterbilts, the 387 sleeper was installed on the roof, and the entire vehicle frame was redesigned

386: Just a little cheaper than the 387

389: In 2008 In 2016, it officially replaced the 379 and became the new flagship.

320: The oldest flat-head design among Peterbilts, mostly used for stop-and-go garbage trucks in urban areas

210/220 : Peterbilt's cabover midsize truck

587: All-new design, more space, added ergonomic seats and sleeper berth

579: New flagship, interior More luxurious and more aerodynamic

Peter Handke

Starting with his innovative spirit

The Austrian playwright Peter Handke won the No. Bell Prize for Literature, and his "Scolding the Audience" is regarded as a classic by dramatists.

Handke called his "Criticizing the Audience" a "talking drama" that puts aside the logical relationship between plot, characters, scenery, dialogue, climax, ending and other elements of traditional drama and the rules of stage rehearsal. , letting speech replace the plot as the main content of the whole play; at the same time, letting speech bring the audience into the plot, eliminate the boundary between the stage and the audience, and change the audience's established psychology and habits of watching dramas, thus constituting a subversion of traditional drama.

His anti-traditional drama creation has gone through the constructive stage of dialectical recovery, and then integrated individual feelings and cultural reflection into drama works, showing a unique spirit of artistic innovation.

Peter Drucker

Peter Drucker is known as the "Father of Modern Management".

Peter Drucker was born in Vienna, the capital of Austria, in 1909. His ancestral home is the Netherlands and he later immigrated to the United States. Drucker grew up in a wealthy cultural environment. His autobiographical novel "The Spectator" written in 1979 gave a detailed and vivid description of his growth process.

Peter Drucker's 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.

Drucker gave the following tips on the core issues of China's development:

1. Technology and capital must be effective through effective managers.

2. The core issue of China’s development is to cultivate a group of effective managers.

3. Managers cannot rely on imports. Only Chinese people can build China.

4. The biggest need and the best opportunity China currently faces is to quickly cultivate effective managers.

5. Being effective can be learned and must be learned.

Reference for the above content: Baidu Encyclopedia - Peter Drucker

What is Peter Drucker a representative figure

Peter Drucker, modern management The father of the world, "the master of masters."

Drucker was educated in Austria and Germany. After 1929, he worked in London as a journalist and an economist at an international bank. He received a doctorate in law from the University of Frankfurt in 1931.

He immigrated to the United States in 1937 and worked as an economist and management consultant in some banks, insurance companies and multinational companies. He became an American citizen in 1943. Drucker was a professor of philosophy and political science at Bennington College and a management professor at New York University Graduate School for more than 20 years. Although he is known as the "Father of Modern Management," Drucker always considered himself first and foremost a writer and teacher. In 1942, he was hired as a consultant to General Motors, the world's largest enterprise at the time, to conduct research on the company's internal management structure. In 1946, he wrote his experience as "Company Concept", "telling how people with different skills and knowledge work together in a large organization." The important contribution of this book is that Drucker first proposed the concept of "organization" and laid the foundation of organization. In 1954, he published "Management Practice" and 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. In 1966, he published "The Effective Manager" to inform readers: Not only those who manage others can be called managers. In today's knowledge society, knowledge workers are managers, and managers must be effective in their work. A must-read classic for senior managers. In 1973, he published the masterpiece "Management: Tasks, Responsibilities, Practice", which is a systematic management manual for business operators and a systematic textbook for students studying management. It tells managers that what they put into practice is management. Not economics, not econometrics, not behavioral science. This book is known as the "Bible" of "Management". In 1982, he published "Management in the Era of Great Change", which discussed some issues about managers, changes in the connotation of managers' roles, their tasks and missions, problems and opportunities they face, and their development trends. In 1985, "Innovation and Entrepreneurship" was published, which was hailed as one of Drucker's most important works after the publication of "The Practice of Management". The book emphasized that the current economy has transformed from a "management economy" to an "innovation economy" ". In 1999, when he published "Management Challenges in the 21st Century", Drucker clearly defined the challenge of the "new economy" as: improving the productivity of knowledge work. After experiencing the brutality of World War II in Europe and witnessing the role of the United States in both world wars, Drucker felt that those outstanding leaders were the heroes of that century. Drucker wrote in his thought-provoking autobiography, "The Adventures of the Bystander," "I, like other children in Vienna, were saved by President Hoover. He promoted the relief organization that provided a daily meal in the school. Lunch. This lunch consisted entirely of oatmeal and a drink made with cocoa powder, both of which I still find unappetizing to this day, but certainly not millions of hungry children across the continent. Lives were saved by this organization. "How can an "organization" play such a big role! From Drucker's living experience, it is not difficult to find the origin of Drucker's emphasis on "maximizing human creativity through the tool of organization." In addition, Drucker showed an amazing talent for predicting changing trends in business and economics. For example, as early as 1969, Drucker predicted that a new type of worker would emerge—knowledge workers, whose careers would be determined by the knowledge they learned and would no longer rely on selling their physical strength to support their families. In October 1987, the U.S. stock market crashed. On October 19 alone, the United States lost $500 billion in stock market value. In this regard, Drucker said that he had expected it, "not for economic reasons, but based on aesthetics and morality." Drucker called the Wall Street stockbrokers at the time "a completely unproductive group, but And you can easily make a lot of money." As the first person to propose the concept of "management", it is difficult to find a thinker in today's world who is more leading the times than Drucker: in the early 1950s, he pointed out that computers will eventually Will revolutionize business; in 1961, he reminded the United States to pay attention to the rise of Japanese industry; 20 years later, he was the first to warn that the East Asian country might fall into economic stagflation; in the 1990s, he was the first to explain the "knowledge economy". Drucker has continued to write and teach, and has been teaching at Claremont University's Peter Drucker Graduate School of Management since 1971. To commemorate his outstanding contributions in the field of management, the Graduate School of Management at Claremont University was named after him. In 1990, in order to improve the performance of non-profit organizations, the "Drucker Non-Profit Foundation" was established in the United States based on Drucker's reputation, initiated by Francis Hesselborn and others.

For more than ten years, the foundation has selected outstanding non-profit organizations, held seminars, published teaching materials, books and journals, and made a huge impact on society. Drucker has published more than 30 books so far, which have been translated into more than 30 languages ??and spread to more than 130 countries. They are even extremely popular in the former Soviet Union, Poland, Yugoslavia, the Czech Republic and other countries. Among them, the most highly regarded are his principles, concepts and inventions, including: "creating management as a discipline, management by objectives and self-control as management philosophy, the purpose of an organization is to create and satisfy customers, and the basic function of an enterprise is marketing. and innovation, the role of top managers in corporate strategy, effectiveness over efficiency, decentralization, privatization, the rise of knowledge workers, and a society based on knowledge and information." By 2004, Drucker also There's a new book coming out. On June 20, 2002, US President George W. Bush announced Peter Drucker as the recipient of that year's "Presidential Medal of Freedom", which is the highest honor an American citizen can receive. Whether it is Intel founder Andy Grove, Microsoft chairman Bill Gates, or former General Electric CEO Jack Welch, they were all inspired by Drucker in terms of management thinking and management practices. Influence. "If there really is a so-called master of masters in the world, that person's name must be Peter Drucker" - this is the evaluation of Peter Drucker by the famous financial magazine "The Economist". Drucker died at his home in Claremont, California, on November 11, 2005, at the age of 95.