1, the story of Ford
The story of Ford's lack of managers is extreme, but it is also realistic. See intensive reading (1) 3. 1.3.
2. Organizations need an understanding framework.
As soon as we entered the chapter 1 1- 15, we entered a foggy forest. In Drucker's era, the contents such as management by objectives may all be new knowledge, but in today's enterprises, these basic management contents are not lacking, but they are still annoying and frustrating. What's the problem?
Management problems can be divided into two issues. One is the problem of strategy and strategy formulation, which is a thinking process of logical analysis. The second is the implementation of the strategy, which is a practical process. Implementation problems can be divided into two categories, namely, business activities and organizational activities. The former, such as marketing customers, and the latter, such as formulating incentive policies, are all things that are often said.
The so-called doing things means that the subject controls (including influencing, the same below) the object to achieve the predetermined goal of the subject. So we can classify things according to the difficulty of identification and control of people and things. This can be expressed in a coordinate system. People and things are vertical axis and horizontal axis respectively, and all kinds of things are in the quadrant. Different objects need different people to control in terms of "ability, attitude and pattern". People need to learn very diverse control methods.
When we define different things, one kind of things can define a role, that is, this role basically solves similar things, and more complicated or simple things are assigned to his superiors or subordinates.
We take entrepreneurs as an example to explain this framework: entrepreneurs control three kinds of objects (excluding thinking about business strategy and tactics), one is to control business objects, such as product research and development; The second is to control specific people, such as cadre training; The third is to control the state of the enterprise, where the enterprise is a whole object, which has the properties of "integrity, stability, rapidity and accuracy", thus affecting the efficiency, atmosphere and innovation of the enterprise. Entrepreneurs should have a control method library for future reference.
If you are in a small business, the entrepreneur may still be responsible for specific production, but he has other roles on the side.
It is difficult to organize the work because it is difficult for us to establish a "trading account" for each employee. Secondly, it is difficult for us to identify specific variables such as people's ability and attitude from doing things. It is relatively easy to do manual work in this respect. The third is that we lack a method library to control specific objects, not just specific people.
Managers constantly try to break through the above difficulties in practice, such as Drucker's target management, attaching importance to promotion, reasonably determining authority and management scope, etc. However, due to the lack of framework, the whole chapter 1 1- 15 is rather confusing.