管理學(xué)大師彼得德魯克ppt課件

1、彼得德魯克(Peter F. Drucker) The father of the modern managementHis important views:Target Management: business management in a number of needs and goals in the balance, rather than an institution for a given target.目的管理：企業(yè)管理是在眾多需求和目的中獲得平衡，而不是替某一機(jī)構(gòu)給定一個(gè)目的.The customer orientation: a companys main responsi

2、bility is to provide goods or services to his customers. Profit is not the companys goal, but it is the necessary conditions for the sustainable management.顧客導(dǎo)向：一個(gè)公司的主要責(zé)任是提供商品或效力給他的顧客。獲利并不是公司的目的，但卻是永續(xù)運(yùn)營的必要條件 .Target managementDrucker was invented by the target management of the most important, most

3、influential concept, and has become an important part of the contemporary management.目的管理德魯克所發(fā)明的最重要、最有影響的概念，并已成為當(dāng)代管理學(xué)的重要組成部分。 Management by objectives is one of the major contribution it makes us self-control can be used to replace the management of administrative rule by the people.目的管理的主要奉獻(xiàn)之一就是它使得

4、我們能用自我控制的管理來替代由他人統(tǒng)治的管理。 It means higher achievement goal and the more broad horizons.它意味著更高的成就目的和更寬廣的眼界。德魯克的另一個(gè)重要實(shí)際：培育經(jīng)理人的重要性 Drucker said: enterprise manager is the most expensive resource, but also the depreciation of the fastest, most often need to add a resource. Business goals can be achieved,

5、depending on the managers good or bad management, but also on how to manage managers. Organizations purpose is to enable ordinary people to do extraordinary things. Organizations task is to offset the shortcomings of its members. 德魯克以為：經(jīng)理人是企業(yè)中最昂貴的資源，而且也是折舊最快、最需求經(jīng)常補(bǔ)充的一種資源。企業(yè)的目的能否到達(dá)，取決于經(jīng)理人管理的好壞，也取決于如何

6、管理經(jīng)理人。組織的目的是使平凡的人做出不平凡的事情。組織的義務(wù)還在于使其成員的缺陷相抵消。 His main habits 1 Making good use of the limited time.2 Paying attention to the contribution and work performance.3 Good at play on the strength of our people. 4 Concentrate on a few major areas, set up effective work order. 5 The effective decision-maki

7、ng.ContributionFor example1.In the early 1950 s, he pointed out that the computer will completely change business.1950年代初，他指出計(jì)算機(jī)終將徹底改動(dòng)商業(yè) . 2.In 1961, he remind America should focus on the rise of Japanese industry. 1961年，提示美國應(yīng)關(guān)注日本工業(yè)的崛起. 3. Twenty years later, it was his ,first warned that the east A

8、sian countries might be in stagflation. 20年后，又是他首先警告這個(gè)東亞國家能夠墮入經(jīng)濟(jì)滯脹 . 4.In the 1990 s,he take the lead in the knowledge economy explain. 1990年代，率先對“知識經(jīng)濟(jì)進(jìn)展了闡釋。 The proverb of Peter F. DruckerThe effectiveness executive knows that to get strength one has to put up with weakness. 有效的管理者在用人所長的同時(shí),必需容忍人之所短

9、. They focus on opportunity in their staffing-not on problems. 有效的管理者用人,是著眼于時(shí)機(jī),而非著眼于問題.The effective executive tries to be himself，he does not pretend to be someone else.有效的管理者會順應(yīng)本人的習(xí)性,不會勉強(qiáng)本人.Managers of a specific task is to create todays resources into the future to go.管理者的一項(xiàng)詳細(xì)義務(wù)就是要把今天的資源投入到發(fā)明未來中去

10、. Effective managers need to impact decision-making rather than decision-making skills; want is a good decision-making, rather than clever decisions有效的管理者需求的是決策的沖擊,而不是決策的技巧;要的是好的決策,而不是巧的決策.Our actions should be included in the decision-making, otherwise, it is on paper. 我們應(yīng)該將行動(dòng)納入決策當(dāng)中,否那么就是紙上談兵. “全世界的管理者都應(yīng)該贊賞這個(gè)人，由于他奉獻(xiàn)了畢生的精神，來理清我們社會中人