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Book Title: 경영의 실제|
ISBN: No data
ISBN 13: No data
The author of the book: 피터 드러커
Date of issue: February 20th 2006
Format files: PDF
The size of the: 415 KB
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Reader ratings: 4.4
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This book was written 60 years ago and it feels like most of the Drucker's thoughts are still of the moment. Whats more, in many modern books about management you can notice that authors "discover america" again. For some insights it took decades until they were proved empirically and described wider therefore more commonly used. An example here can be "focusing on strengths and managing weaknesses" which is the key point in "First, break all the rules" book that is based on Gallup research of the best performing managers. Drucker repeats this throughout the whole book with different contexts.
There is one interesting part about preparing manager for his job (even from the early years of life). The most important things to focus on are:
- writing poetry and short stories (they teach person how to express himself, teach him words and their meaning and above all give him practice in writing)
- oral defense of "thesis" - should not be only once or twice but more often throughout the whole education
- acquiring ability to see the environment and to understand it through history and the political sciences
- learn economics and acquire tools of the economists
I'm very impressed by his knowledge and the way of thinking as for 1950s, and if there wouldn't be examples that purely refer to industrial era - it wouldn't be possible to feel "the age" of this book.
Book definitely for the second re-read in the future!
My favorite quotes:
"Improvement is not the matter of learning to read faster or public speaking. Manager needs to learn to know the language, to understand what words are and what they mean"
"What manager has to do can be learned - but not necessary always taught"
"Yesterdays good performance must become today's minimum; yesterday's excellence - today's common place..."
"If one can "get fired" for poor performance one must also be able to "get rich" for extraordinary performance"
"Purpose of organization - make common man do uncommon things"
"One does not become broader by seeing another speciality (narrow) -> one becomes broader by seeing the business as a whole"
"It is not enough that employee is satisfied, he needs to perform - and performance should be the main focus!"
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