Read Drucker's "Management-mission, responsibility, and practice" (1)

Read Drucker's "Management-mission, responsibility, and practice"
------ <Manager and his work> Chapter Reading Notes

In this chapter, Drucker answers questions about what is the basic business requirement of a manager and how to work.
Drucker believes that a manager has two business requirements:
1)"Creating a true whole is greater than the sum of all components and an efficient whole. The output produced by the input resources must be greater than the sum of the input resources"
That is to say, managers need to effectively integrate resources so that the organizational unit managed by the managers can achieve a performance of 1 + 1> 2. How to achieve the effect of 1 + 1> 2? Drucker believes that:
Managers take advantage of the various resources they possess as effectively as possible-especially human resources-and eliminate all kinds of defects. Management personnel are also required to take into account the overall performance and results of the enterprise in each action and to consider the various activities necessary to achieve comprehensive performance.

2)"Coordinating current and long-term requirements in each decision and action"
It is easy to understand that long-term development and short-term interests must be taken into account. Drucker provides an incisive explanation of this point. The excerpt is as follows: "What managers do must be conducive to both current goals and long-term fundamental goals and principles. Even if the two aspects cannot be coordinated, he must at least strike a reasonable balance between them. In other words, he actually lives in two time dimensions-current and future, and is responsible for the performance of the entire enterprise and the performance of his department ."
What I think about here is how to urge managers to think and make decisions and actions like this at work? You know, it's an impetuous and utilitarian society. Some managers may want to get promoted or raise their salary for their personal interests (for example, if they want to get a quick score) it is not ruled out the possibility of pursuing short-term interests at the expense of long-term development requirements, which leads to the failure to form a true whole, 1 + 1> 2, which eventually leads to damage to the Enterprise. How can this problem be solved?
I personally think that it can be promoted through assessment. That is, the long-term and short-term requirements are clearly listed in the performance appraisal of managers.

Manager's work content:
Drucker divides the manager's work into the following points, which are actually the meaning of management:
A) set goals and determine what the goals should be, and how they should be done to achieve the Goals. Sub-goals. Target formulation needs analysis and comprehensive capabilities
This work is summarized-Plan
B) engage in organizational work. Analyze the activities required to make decisions and analyze the relationships between them. Classify jobs into manageable activities, and then combine units and jobs into an organizational structure, and select people for management and implementation. Management personnel are required to make the most economic use of resources, clarify the relationship between various jobs, and optimize resource allocation.
To sum up, it is-Organization
C) engage in incentive and communication work. In various ways, people who hold various positions can be combined into a team. Handle conflicts and effectively motivate employees to work with high performance. This work is summarized as a word-Lead
D) measurement. Establish standards, analyze and measure performance, and improve performance. ActuallyControl
E)Cultivate Talents, Including yourself

Now, we can briefly summarize the work that managers are engaged in: planning, organizing, leading, controlling, and training talents..

From the work content of the above managers, we can also see the requirements for managers: analysis and comprehensive capabilities, communication and incentive skills.

This chapter also mentions that managers need to "operate" special resources such as personnel, which means they need to cultivate talents. Whether to cultivate his subordinates in the correct direction, whether to help them grow and become more important and more valuable people, will directly decide whether he can be developed, whether he is growing or shrinking, whether it is more valuable or poorer, whether it is progress or regression. I believe that the only foundation for determining whether a manager is a successful manager is to check the effectiveness of the organizations it leads, the effectiveness is closely related to the overall competence of the team it leads. Therefore, managers must "operate" special resources such as personnel ".

At the end of this chapter, Drucker specifically mentions a quality of managers, that is, quality, or character. The inspiration for us is to be a person first-to be a manager with a good character!