There are two conclusions in The Effective Manager. One is that managers must work effectively, and the other is that effectiveness can be learned.
Drucker summed up several characteristics of traditional managers: first, the time of traditional managers belongs to others, and they are caught in complex affairs every day; Second, there is a lack of cooperation between departments, and "the ass decides the head"; Third, only focus on affairs, while ignoring the cultivation of people. It can be seen that effective managers should have the following characteristics: attaching importance to time management, thinking systematically and cultivating successors. Drucker believes that effectiveness is an acquired habit and a synthesis of practice. All effective managers are not born to manage, but gradually learn to manage effectively through acquired practice and study. To be an effective manager, the key lies in personal practice, and through unremitting practice, the pursuit of results becomes a habit.
To be an efficient manager, you should develop the following five habits in your mind:
First, know where your time is spent and be good at using your limited time; Second, pay attention to the contribution to the outside world. An organization must not aim at its own existence like a living body. Organization is an organ of society, and only if it can make its own contribution to the external environment can it be regarded as an achievement. Third, make good use of your strengths. Including your own strengths, the strengths of your boss, the strengths of your colleagues and the strengths of your subordinates. Fourth, pay attention to several important areas. There are priorities in work, and the important things should be put first. Fifth, be good at making effective decisions. Knowing that an effective decision is always made on the basis of "discussion of different opinions" is by no means the product of "consensus".