Professional manager through doing?

Drucker's view, a professional manager has two special task.

Manager's first task was to create a number that is greater than the sum of its individual components of the real overall, creating a dynamic whole, he put the input to which the resource is converted to a sum of various resources and more. Can the Manager to the command of a band. By conductor and conductor of the various instruments with life music. But the conductor to the composer's music as the blueprint, he is only an explanation, and the Manager is both a composer and a conductor.

In order to accomplish this task, the Manager should make the most efficient use of his own resources, especially human resources, learn from each other is to create a truly unique way of overall.

This requires managers to balance and coordination of the various enterprise main functions: to manage an enterprise itself, management staff and work, the management company and the communities and social relationships. If a decision or action meets these three functions in one and weaken another, that it would undermine the whole enterprise. Any decision or action must always benefit the whole of these three areas.

"Create a truly holistic" this mandate, also called managers in their every action while noting the enterprise as a whole the achievements and results, as well as to obtain comprehensive achievement necessary for various activities. The managers to the conductor is very appropriate. A conductor always must be both listen to the whole orchestra playing and listening to their individual musical instruments (such as the oboe). Similarly, a manager must always taking into account the overall performance of enterprises, and individual functions (such as market research activities) performance. By improving the performance of the entire enterprise, he has created for market research in new directions and challenges; and by improving the performance of market research, he also enhance the performance of the entire enterprise. Managers must also put forward two mutually related issues: the first problem is that enterprises which aspects of performance needs to be improved, and for this and asked what activities? the second problem is that the enterprise's activities can be improved, and what are some of these activities and enable enterprises to improve the performance of what?

Manager of the second special tasks, in which every decision and action in the coordination of the current and long-term requirements. If these requirements have been sacrificed in a, will enable enterprises to compromise. This means that he must pay attention to close, and in the distance — it really needs some acrobatics. Alternatively, a metaphor, he did not have "out in the end," attitude, you cannot "take the next 100 years are arranged". If he doesn't pay attention to the next 100 days, and that he would not have future 100 years — if not impossible, to have the next five years. Everything must be conducive to the current, and fundamental, long-term objectives and principles. He even cannot put these two aspects, at least, it must balance. He must calculate to current interest in the long-term interests of the sacrifices made by and for the long-term benefit of the current interest for their sacrifices. He must make sacrifices both small as possible. But he must compensate them as quickly as possible. His life and activities to the current and future twice the time, and for the entire enterprise and its various components of the performance.

Managers ' work

The vast majority of managers turn their most of the time for some not "management". Drucker as we listed the following "non-management": a sales manager in a statistical analysis or appease an important customer; a foreman in the repair tool or fills out a production report; a manufacturing managers in the design of a new plant layout or test new materials; a company's General Manager in the preparation of a bank loan details or negotiate a big contract, or spend a few hours, a time to congratulate a service for many years will staff dinner. As for the so-called Manager's work, that all managers, whether they work or what functions, regardless of their level and status, you must do some work; various managers work together, and also the Manager's unique work. We can be of scientific management system analysis methods to analyze the work of the Manager. We can work out what the difference is that managers do. We can make this work into a variety of jobs. A person can improve these activities to enhance its role as a manager's performance.