Today we are going to learn Xi classic book "Effective Managers", the author of this book - Peter Drucker is known as the father of modern management, created the discipline of "management", its ideas are both forward-looking, more practical.
Many managers in China want to be effective and bring out an invincible team, and in order to achieve this goal, I think in addition to having good execution, we need to have systematic thinking and scientific methods.
First of all, we understand or review the author.
Peter F. DruckerDrucker is a well-known management scholar and social thinker, and is known as the father of modern management. His theories and ideas have had a profound impact on management practice. Drucker's management philosophy focuses on innovation, entrepreneurship, and adaptive strategy, emphasizing employee engagement, goal management, and self-control.
In terms of management practice, Drucker put forward many forward-looking and practical views, such as "innovation is the core of management", "turning opportunities into results", "the three basic functions of management are: managing productivity, making business run and managing risks". These views were somewhat ahead of their time in the social context of the time, but over time, they gradually proved to be the essence of management.
Famous entrepreneurs who have been deeply influenced by Mr. Drucker in the corporate world include Bill Gates, Jack Welch, Andy Grove, Kazuo Inamori, Howard Schultz, Zhang Ruimin, Jack Ma, Robin Li, etc. Let's take a look at one of Mr. Drucker's classic books, "Effective Managers".
Second, we Xi the chapters of Effective Managers.
Chapter 1: Being Effective Can Be Learned.
This chapter focuses on explaining that managerial performance is a key factor in achieving organizational goals, and that effectiveness can be learned. While talent and luck play a role in a manager's success, with constant effort and experience, managers can learn to be effective.
Chapter 2: Take control of your own time.
This chapter focuses on how to manage time so that managers can use their time more efficiently. The authors emphasize the importance of recording time usage in order to identify and eliminate time-wasting activities and ensure that time is invested in achieving organizational goals and improving performance.
Chapter 3: What I Can Contribute.
This chapter focuses on how to identify your contributions and relate them to organizational goals. The authors advise managers to think about what they can do, what they should do, and how they should contribute to the organization, while emphasizing the importance of effective communication with colleagues and customers.
Chapter 4: How to Play to People's Strengths.
This chapter focuses on how to use and exploit people's strengths. The authors argue that effective managers should understand and build on their own and others' strengths to improve performance by improving competence and quality. At the same time, managers should also focus on building good interpersonal relationships to promote teamwork and improve performance.
Chapter 5: Priorities.
This chapter focuses on prioritizing work and ranking tasks according to importance and urgency. The authors emphasize the importance of the principle of prioritizing priorities and advise managers to consider organizational goals, the importance and scope of the task, and their own abilities and interests when prioritizing.
Chapter 6: Elements of Decision-Making.
This chapter focuses on the elements of decision-making. According to the authors, effective managers should understand and master the elements of decision-making, including the understanding of problems, the evaluation of feasible solutions, and the evaluation of results. At the same time, managers should also pay attention to the rationality and feasibility of decision-making to improve the efficiency and effectiveness of problem solving.
Chapter 7: Effective Decision-Making.
Decision is a judgment, a choice among several options. Effective managers make effective decisions. The five elements of decision-making include: understanding the nature of the problem, identifying the boundaries that must be met in order to solve the problem, thinking carefully about what the correct solution to the problem is, taking into account the implementation measures in the decision-making plan, and valuing feedback in the implementation process.
Chapter 8: Conclusion: Managers must be effective.
Managers must be effective, and effectiveness can be learned. Managers need to develop mental Xi: know where to spend their time, value their contribution to the outside world, be good at using their strengths, concentrate on a few important areas, and be good at making effective decisions.
The above is a summary of the content of this book from the eight chapters, of course, there are many real dry goods...
Finally, some thoughts that have touched me are briefly sorted out for your reference.
1.In enterprises with a large number of intellectuals or professionals, "management effectiveness" is a challenge, and the key to "management effectiveness" is not to effectively "manage others", but to effectively "manage yourself";It's not about "how to manage others", it's about "how to manage yourself".
2.Combined with the current reality, the importance of knowledge workers is becoming more and more prominent. They create value for organizations and society by creating, disseminating, and applying knowledge. Knowledge workers should be innovative and entrepreneurial, able to pursue new opportunities in an ever-changing environment and drive sustainable organizational growth.
3.Knowledge workers need to focus on contributions and outcomes, they need to be clear about their goals and tasks, and at the same time, they need to understand the needs and changes of the organization and society, and then adjust to better accomplish the tasks and contribute.
4.In the selection of senior management, emphasis is placed on outstanding performance and integrity. He has a keen sense that it is a key position to select talents, and he cares about what a person can do, not what he cannot do. He is committed to fully concentrating the knowledge and skills of people and using them to achieve the organization's goals.
5.Continuous learning Xi is the key to individual and organizational success. Not only do we continue to learn and Xi improve, but we also actively promote continuous learning and Xi for our team members and the entire organization. In this way, they will continue to learn and Xi improve their own and the organization's capabilities, and achieve personal and organizational development through self-reflection, feedback and continuous improvement.
6.Establish good communication and cooperative relations with employees, colleagues and superiors to create a positive working atmosphere. Because good interpersonal relationships are an important factor in improving team cohesion and efficiency, and also an important guarantee for achieving organizational goals.