On November 11, 2005 (October 10, 2005 in the lunar calendar), Peter Drucker, the "father of modern management", passed away. On November 11, 2005, Peter Drucker, the "father of modern management", passed away. What he left to the world is a large number of books that shine with profound insights, and his significant influence on the organization and management of modern enterprises over the past half century. The last and latest management thought Drucker left us was that on October 1, 2004, he incisively elaborated on the responsibilities of CEOs in the 21st century at the "Wise Dialogue" held by the Drucker Archives in the United States. Here is the final wisdom he left to mankind: The first thing to say is that CEOs should take responsibility, not "power." You cannot define work by the power it has, but only by the results you produce for the work. CEOs are accountable for the organization's mission and actions, as well as its values and results. The most important thing is the result. Peter F.Drucker was born in Vienna in 1909. He worked as an economist and management consultant in banks, insurance companies and multinational companies, and later moved to Benin College, New York University, etc. as professor of philosophy, political science and management. Since 1971, he has long taught at Claremont University in California, which later established the "Drucker Graduate School of Management" in the name of Drucker. Drucker wrote a lot in his life, writing 39 books in total, and is known as the "father of modern management" and "master among masters." In November 1954, Drucker's book "The Practice of Management" was published, which incisively elaborated on the essence of management: "Management is a practice, its essence lies not in 'knowing' but in 'doing'; its verification does not lie in logic, but in results; its only authority is achievement. In the book, Drucker takes "managing enterprises, managing managers, managing employees and work" as the main axis, and systematically explains the managers 'roles, positions, functions and the challenges they face in the future., opening up the mystery and practice of management. Later, in 1973, his masterpiece "Management: Tasks, Responsibilities, Practice" was published, which provided management learners with a systematic textbook with a complete theoretical system and strong operability. It was regarded as the "Bible" and "Encyclopedia" of management by enterprises and academia in many countries. As the first person to propose the concept of "management", Drucker always led the times with his unique thinking and insight: in the early 1950s, when most business managers did not know what computers were, Drucker pointed out that computers would eventually completely change business; in 1961, he reminded the United States to pay attention to the rise of Japanese industry;20 years later, he was the first to warn that this East Asian country would fall into economic stagnation; In 1969, Drucker predicted that knowledge workers would emerge as a new type of workers, and their careers would no longer rely on selling physical strength but learning knowledge. He believed that improving the productivity of knowledge workers would become a key issue in improving the competitiveness of a country or a corporate organization; in October 1987, the U.S. stock market crashed. Drucker had long predicted that "not for economic reasons, but for aesthetic and moral reasons"; Based on his profound insight into the future knowledge economy, in the 1990s, Drucker took the lead in explaining the "knowledge economy" in detail, believing that future organizations would be based on information or knowledge, innovating old career theories and carrying out Knowledge innovation is the biggest problem and challenge for managers. Drucker subverted the traditional definition of a business and proposed for the first time in the history of management thought that the purpose of a business is to create customers rather than profits. Drucker believes that modern society is an "organized society". By organizing this organ to coordinate the tension between individual existence and social existence, the generation of social unrest can be effectively suppressed. An enterprise is an organization "created and managed by people, not by economic forces." To this end, Drucker believes that the existence of the enterprise itself should be understood from three levels: it is an economic institution that needs to create value for society and business owners; it is also an economic institution that provides job opportunities for people while cultivating them to produce better economic performance. social organization; in addition, it is deeply rooted in society and influenced by social values and social forms, but can also change the external environment. This means that enterprises achieve multiple goals by providing products and services, and economic behavior, economic institutions and economic rationality are the means to achieve the goals of non-economic factors. Therefore, it is the customer who determines what the enterprise is, the enterprise should serve social goals, and profits are the result of the enterprise's economic activities rather than the reason for its existence. In 1954, Drucker proposed an epoch-making concept-Management By Objectives (MBO for short), and explained it in further detail in his subsequent book "Management: Tasks, Responsibilities, Practice". It is the most important and influential concept invented by Drucker and has become an important part of contemporary management science. Drucker believes that it is not because there are jobs that there are goals, but because there are goals that can determine everyone's work. Therefore, the mission and tasks of the company must be transformed into goals. Management by objectives is based on believing in people's enthusiasm and ability. Managers do not simply rely on administrative orders but use incentive theory to guide subordinates to set their own work goals, independently exercise self-control, consciously take measures to achieve the goals, and automatically conduct self-evaluation., thereby maximizing employees 'production potential and improving employees' efficiency to promote the realization of the overall goal of the enterprise. Compared with traditional management methods, the advantages of objective management are mainly reflected in three aspects: First, the power and responsibilities are clear. On the basis of proactively formulating the overall goals of the enterprise, the goals of employees in each department of the enterprise are reasonably formulated. By clarifying responsibilities and clarifying relationships, each employee's work can be directly or indirectly linked to the overall goals of the enterprise; The second is to proceed from the assumption of "social people", require managers to adopt trust-based management measures for subordinates, emphasize employee participation to improve their knowledge and sense of responsibility for the overall goal, implement "self-control" and "autonomous management", and better mobilize employees 'initiative, enthusiasm and creativity; The third is to focus on results and give priority to benefits, that is, we do not take action performance as satisfaction, but aim at actual results. Work results are the main basis for assessing the completion of goals and rewards, evaluations and assessments. Therefore, management by objectives is also called results-based management. In Drucker's view, no matter how efficient an organization is, its efficiency cannot be achieved without the support of efficient managers and employees. Therefore, in addition to "The Practice of Management", the first thing Drucker once recommended to China readers was "Effective Managers", which he devoted great efforts to. In this book, Drucker elaborated on the basic skills and qualities that effective managers should possess from the perspective of training and education of managers. The effectiveness of managers is often the most critical factor in determining the effectiveness of an organization's work. Senior managers are not the only managers. All people responsible for actions and decisions that help improve the effectiveness of the organization's work should work and think like managers. Drucker clearly pointed out that an effective manager generally has the following six characteristics: he values goals and performance and only does the right thing; he only does one thing at a time and only does the most important thing; as a knowledge worker, he knows the contribution he can make; when selecting senior managers, he focuses on excellent performance and integrity; He knows the importance of improving communication; he selectively collects the information he needs; and he only makes effective decisions. Drucker's research fields cover many categories of management, political science and sociology, which gives his works a broad vision and lasting penetration. For the first time in the history of management thought, he made a highly, abstract and complete theoretical summary of the tasks of management, combining management and social values with human life and even political development. He believed that management should not be just the training of some skills, but An overall understanding of humans, society and enterprises. To this end, Drucker expanded the scope of managers to a wider field. Not only enterprises, but also governments, military, hospitals, etc. need management. Managers are not all managers, but generally refer to knowledge workers, managers and professionals. They can have many subordinates or no subordinates, and can have high or low positions, but they must have one thing in common, that is, they must make decisions that affect overall performance and results at work, that is, management should not be just some theoretical and academic research, but should be used to solve problems that society and enterprises need to solve.