Question 1: Why did the title of the book take "Effective Manager"?
Back to the era when Mr. Drucker wrote the book, knowledge workers have just emerged, as knowledge workers need to self-manage, so as to help the company achieve the goal, therefore, Mr. Drucker proposed that knowledge workers must be effective, and can learn to be effective, to become effective managers What are the specific aspects? The book is described in detail.
Question 2: In the recommendation preface 1, what does Mr. Shao Minglu mainly want to express?
Mr. Shao Minglu, the founder of the Drucker School of Management, read 39 of Drucker's books, which highlighted the five meanings of management as a "liberal arts technique":
First, the most fundamental problem of management is how managers and every knowledge worker view the relationship with people and power.
Second, although human nature is imperfect, people are equal to each other, have their own value, have their own creative ability, have their own functions, should be respected, and should be encouraged to create.
Third, in the knowledge society and knowledge organization, each worker is to some extent both a knowledge worker and a manager, because he can exert an authoritative influence on others and the organization with his expertise---- knowledge is power. But power must be tied to responsibility. Whether a manager is responsible or not is tested by performance and results.
Fourth, in addition to enabling the organization to achieve performance and results, managers should also become a good and responsible "social citizen", that is, to help employees improve their character and ability at the same time.
Fifth, "liberal arts" can also be understood as "free skills", because management should be applied, to produce performance and results, it should first be a "skill". On the other hand, the object of management is people's work, and dealing with people will definitely face the good and evil of human nature, and people's ever-changing ideas ---- emotional and rational, from this point of view, management is an "art" involving subjective judgment.
Question 3: Recommendation Preface 2, what does Mr. Zhao Shuming mainly want to express?
Most of Drucker's books were written in the 1960s and 1970s, including this book, written in 1966, but it is timeless, timeless, and can still be remembered today, Drucker adheres to the consistent tradition of the Austrian School, taking entrepreneurship and innovation as one of the central ideas of the book, and he believes that "excellent entrepreneurs and entrepreneurial spirit are the most important resources of a country." ”
In the process of enterprise development, entrepreneurs are always faced with different contradictions and conflicts such as efficiency and innovation, system and individualization, profit and social responsibility, authorization and control, self and others. Entrepreneurs always grow and develop in various contradictions and conflicts. An effective organization is inseparable from a good system guarantee, but also inseparable from effective managers, both are indispensable, this is because, on the one hand, entrepreneurs need to explore how to establish an effective management mechanism and system through the study of management principles, responsibilities and practices, and the criterion for measuring whether a management system is effective is whether the system can minimize the impact of the manager's personal characteristics, on the other hand, a smart system, if there is no employee and manager with professional ethics, Institutions can also easily fall apart. Readers can find many sources of management thinking in this book.
Question 4: Recommendation Prologue III, Jenny. What does Darroch mainly want to express?
Mr. Drucker's thought is mainly explained from two aspects:
The first presents the relevance of Drucker's writings in a framework:
The framework includes five key aspects, first, a belief in the importance of functional societies. A functional society requires a variety of sustainable organizations across all sectors, run by well-behaved and responsible managers who care about their impact on society and their contributions.
Second, the focus on people. Drucker believed that management was a liberal arts art, that is, to establish a situation in which the liberal arts could be practiced. Drucker believed in the potential and abilities of people, and believed that effective managers who do things through people bring social status and a sense of belonging.
Third, a focus on performance. Managers have a responsibility to keep an organization healthy and sustainable. Considering the credentials of managers is the outcome, so they are responsible for those outcomes.
Fourth, a focus on self-management. A responsible worker should be able to drive himself, set high performance standards, and control, measure, and guide his or her own performance. Effective managers must be able to control their own thoughts, emotions, and actions.
Fifth, practice-based, interdisciplinary, lifelong learning concepts.
The second is that in an interview in 2001, Mr. Drucker answered which of the three courses was the most important of the many things. What should business schools teach tomorrow's managers?
In the first lesson, they must learn to be responsible for themselves. Too many people are still counting on the HR department to take care of them, they don't know their strengths, they don't know where they belong, they don't take responsibility for themselves.
The second lesson is to look up, not down. The focus is still on managing subordinates, but attention should begin to focus on how to become a manager. Managing a boss is more important than managing a subordinate.
In the third lesson, it is necessary to practice basic literacy. Literacy is not about learning some relevant courses, but about practical experience.
Question 5: What did Mr. Drucker say in the preface?
First of all, Mr. Drucker said that many other books are about how to manage others, and this book is mainly about how to manage yourself, just imagine if you can't even manage yourself, then how to manage others? Secondly, to be effective, you don't need to be talented, talented or specialized, what you need to do is to practice it yourself. Through continuous practice, the pursuit of results will eventually become a habit. Being effective can be learned, and it must be learned.
Question 6: How to understand the table of contents of the whole book, and what is the logic of the author's writing of the book?
In the first chapter of the opening chapter, the old man put forward whether the effective can be learned, only can be learned, the later chapters have meaning, the opening discussion is clear whether the effective problem can be learned, and then from six aspects of how to be effective expounded, at the end of the book, the old man summarized the fruitfulness, that is, the structure of the whole book is the total score of the way.