【正文】 管理藝術(shù)大師 The master of the art 彼得?德魯克 是世界上 最具影響力的管理學(xué)大師。他幫助定義了管理的概念，界定了經(jīng)理的任務(wù)和責(zé)任。在這方面，或許無出其右者。 Peter Drucker, is the world39。s most influential management guru. Probably more than anyone else, he has helped to define management and the tasks and responsibilities of the manager. 1909 年，德魯克生于維也納。在德國 大學(xué)畢業(yè)后，他成為一名財(cái)經(jīng)記者。希特勒上臺(tái)不久，他便離開德國來到倫敦，投身商業(yè)銀行。 1937 年，他移居美國。 1941 年起，他先后任教于本寧頓學(xué)院和紐約大學(xué)。目前，他已退休，住在加州。德魯克出版過 35 本書，并為報(bào)刊雜志撰寫過大量文章。 Drucker was born in Vienna in 1909. After attending university in Germany he worked as a financial journalist. He left Germany following the rise of Hitler and moved to London, where he was a merchant banker. In 1937 he moved to the US. In 1941 he took up a teaching post at Bennington College and later moved to New York University. Now retired, he lives in California. He has written 35 books and many articles for newspapers and journals. 德魯克興趣廣泛。 20 世紀(jì) 40 年代，他就資本主義社會(huì)寫過一系列頗有見地的專著，其中包括對(duì)通用汽車管理模式的一項(xiàng)重要研究。從 50 年代到70 年代，他出版的管理學(xué)系列叢書，被不少人視為經(jīng)典之作。 70 年代末開始，他更加關(guān)注科技和社會(huì)變革對(duì)管理和工商活動(dòng)的影響。 Drucker39。s interests have ranged broadly. In the 1930s and 1940s he wrote a series of thoughtful books on capitalist society, including an important study of the management of General Motors. From the 1950s to the 1970s he wrote a series of books on management, which are arguably his classic works. Since the late 1970s he has been more interested in the impact of technological and social change on management and business. 德魯克的著述總是避免談?wù)摴芾砗徒M織學(xué)的高深理論，而是鼓勵(lì)經(jīng)理探討最基本的問題。我們面對(duì)的是什么樣的工商活動(dòng)？我們應(yīng)該促進(jìn)什么樣的工商活動(dòng)？他的著名觀點(diǎn)是，經(jīng)理的管理要重結(jié)果、輕過程，重產(chǎn)出、輕職能。在他看來，經(jīng)理應(yīng)該是組織運(yùn)轉(zhuǎn)的軸心，而非自上而下進(jìn)行控制的指揮人員，或帶頭沖鋒陷陣的軍官。 Drucker39。s writings avoid formal theories of management and anisation and instead encourage managers to ask basic questions. What kind of business are we? What kind of business should we be? Famously, he urged managers to stop trying to manage processes and instead seek to manage for results, emphasising output rather than function. In his view, managers should be the pivot around which the anisation revolves, rather than directors controlling from the top down or officers leading from the front. 德魯克指出，經(jīng)理為企業(yè)帶來活力，使其正常運(yùn)轉(zhuǎn)?！捌髽I(yè)的決策、行動(dòng)和行為只有通過經(jīng)理才能實(shí)現(xiàn)。單就企業(yè)而言，它難以有所作為?！? According to Drucker, it is the manager who breathes life into the enterprise and makes it function. The enterprise can decide, act and behave only as its managers do by itself the enterprise has no effective existence. 除了利用資源、創(chuàng)造生產(chǎn)，經(jīng)理還有更為重要的任務(wù)：開拓市場(chǎng)。德魯克在具劃時(shí)代意義的一次講話中說，工商活動(dòng)唯一令人信服的目的就是“創(chuàng)造客戶。市場(chǎng)不是上帝、自然或經(jīng)濟(jì)力量創(chuàng)造的，而是由工商活動(dòng)的管理者創(chuàng)造的?！钡卖斂藦?qiáng)調(diào)，除了過去支配市場(chǎng)營銷的價(jià)格與分銷問題外，還有必要考慮客戶的需求和動(dòng)機(jī)。 As well as harnessing resources and creating production, the manager has an even more important task: the creation of markets. In a landmark passage, Drucker says that there is only one valid purpose for a business: to create a customer. Markets are not created by God, nature or economic forces, but by the people who manage a business. Drucker emphasises the need to consider the needs and motivations of customers, not just the problems of price and distribution that had formerly dominated marketing. 他還強(qiáng)調(diào)了經(jīng)理的責(zé)任問題，并認(rèn)為這包含三個(gè)層面：實(shí)現(xiàn)經(jīng)濟(jì)效益，維持企業(yè)生命力，管理企業(yè)對(duì)其環(huán)境產(chǎn)生的社會(huì)效應(yīng)。第三層面的責(zé)任尤為重要。德魯克說，社會(huì)責(zé)任的增多是商業(yè)成功必須付出的部分代價(jià)。 He also stresses the responsibilities of managers, which he says are threefold: to achieve economic performance, to make work productive and to manage the social effects that any enterprise has on its environment. Particularly important is the third set of responsibilities. Increased social responsibility, says Drucker, is part of the price that must be paid for mercial success. 德魯克將管理視為一門藝術(shù)，而非科學(xué)，并且堅(jiān)持以通俗的 語言講述管理。再加上他簡(jiǎn)潔、洗練的寫作風(fēng)格以及迅速切入主題的能力，這使他成為迄今最受歡迎的管理學(xué)暢銷書作者。 90 年代，一位韓國商人將自己的名字改為彼得?德魯克，以表達(dá)對(duì)心目中英雄的敬慕之情。這或許是對(duì)他的最高褒獎(jiǎng)。 Drucker sees management as an art rather than a science and constantly speaks of management in human terms. This, plus his easy, pithy writing style and ability to cut to the heart of any argument, has made him the most popular and widely read management writer of all time. Perhaps the ultimate accolade came in the 1990s when a Korean businessman, seeking to honour his hero, changed his own name to Peter Drucker. 代表作：《管理：任務(wù)、責(zé)任和實(shí)踐》（ Management: Tasks, Responsibilities, Practices）（ 1974 年紐約 Harper amp。 Row 出版社出版）；《新現(xiàn)實(shí)》（ The New Realities）（ 1989 年紐約 Harper amp。 Row 出版社出版）。譯者 /安娜 Bestknown books: Management: Tasks, Responsibilities, Practices (New York: Harper amp。 Row, 1974)。 The New Realities (New York: Harper amp。 Row, 1989) Don39。t stop thinking about tomorrow By Simon London It is almost 30 years since Peter Drucker made the distinction between efficiency (doing things right) and effectiveness (doing the right things). The great sage of management said that managers needed to pay attention to both dimensions: Even the healthiest business, the business with greatest effectiveness, can die of poor efficiency. But even the most efficient business cannot survive, let alone succeed, if it is efficient in doing the wrong things. No amount of efficiency would have enabled the manufacturer of buggy whips to survive. Yet, as every executive knows, when times are hard and pressure is intense, it is tempting to focus almost exclusively on the quick wins that can be achieved from costcutting, downsizing and retrenchment the power tools of efficiency. For many panies, these have been the dominant themes of the past two or three years. Sooner or later, however, the pendulum of management attention always swings back towards effectiveness. The quest resumes for new products, markets and business models. And there have been recent signs that this is starting to happen as managers think again about how to create, to borrow another Druckerism, the business of tomorrow. Evidence for this sweeping claim is mainly anecdotal. Chief executives seem more intereste