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Jingdong book

德鲁克日志：366天的洞察力和灵感

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Jingdong book

德鲁克日志：366天的洞察力和灵感

Name: 德鲁克日志：366天的洞察力和灵感
Brand: Jingdong book
SKU: 3102006341
Price: 35.12 USD
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有史以来，德鲁克最深刻的思想第一次集中在了一处，那就是《德鲁克日志》。《德鲁克日志：366天的洞察力和灵感》采撷了德鲁克先生毕生作品的精华，向我们提供了理解德鲁克思想的金钥匙。它不仅仅是对德鲁克一生精髓的回顾，更是一本行动手册。正如德鲁克自己写到的：“书中每页最下端的‘行动指南’是本书中最为重要的。”相信读者能够从中汲取灵感，从而改善自身的行动、决策以及决策的成效。《德鲁克日志：366天的洞察力和灵感》正是一本行动手册。

Author Description

彼得·德鲁克（1909—2005年），生于维也纳，1937年移居美国。以教书和咨询为业，在管理界是一位受人尊敬的思想大师。德鲁克一生笔耕不辍，共著书39本，在《哈佛商业评论》发表文章30余篇，被誉为“现代管理学之父”。杰克·韦尔奇、比尔·盖茨等人都深受其思想的影响。德鲁克年逾九旬的时候创作了这本《德鲁克日志》，概括了他毕生管理理念的精华。《纽约时报》称赞他为“当代最有启发性的思想家”。

Catalogue

推荐序（一）忆彼得·德鲁克吉姆·柯林斯
推荐序（二）伟大的探索者和奠基者赵曙明
推荐序（三） “创建一个新社会”黄建东
前言（一）
前言（二）
一月
二月
三月
四月
五月
六月
七月
八月
九月
十月
十一月
十二月
参考书目与网上材料注解
每日主题汇总
每日材料来源
彼得-德鲁克著作总表
译后记

Book Abstract

1月2日把握未来关键在于把握“已经发生的未来”。
未来主义者往往会衡量他们对未来的预测和实现预测的几率，从而来计算平均成功率。为此，哪怕发生了很多重要的事件，但如果它们不在未来主义者的预测范围之中，他们对此也不会在意。然而，预言家所预言的每一件事情皆有发生的可能。但是预言家有可能并未关注到已发生事实中的要义，更糟糕的是，他们有可能对此根本不曾留心过。在预言的过程中这种偏差是不可避免的，因为价值、观念和目标的转变才是最为重要的，而这些要素都只可领会而不可预言。
对于管理者而言，他们更重要的工作是要把握住已经发生了的变化。在社会、经济和政治领域，管理者都面临着一个巨大挑战，就是洞察已发生的变化，并从中把握机会。关键就在于把握住“已经发生的未来”，并采用一套系统的策略来观察并分析这些变化。在我1985年所写——的《创新与企业家精神》一书中，对这套系统的策略给予了详细的论述。通过解释，人们可以明白我们可以如何从系统的角度来看待社会、人口结构、内涵和科技方面的变化，并从中获得创造未来的机遇。（摘自彼得·德鲁克《生态愿景》、《不连续性时代》）行动指南：把握住市场上出现的重要动向。在这些动向产生影响期间，抓住机会写下属于你自己的篇章，这会影响到你的一生，也会给你公司带来巨大的影响．1月3日管理的必要性谁能在原先只长单叶草的土地上种出双叶草，那么他就要比所有思辨的哲学家或是玄奥的系统创建者更有功于人类。
自从西方文明诞生之日起，管理也就应运而生了。伴随着人类从蛮荒时代走向文明，管理作为一门学科，一直占据着基础而又重要的地位。因为管理植根于现代工业体系的特性和现代商业企业的需求之中，而工业体系必须把有价值的人力和其他资源投入到商业企业中。然而，管理的范围并不囿于此，它体现在西方社会的根本信念之中。借助系统的经济资源组织，人们的生活可能得以调节，这是“管理”对这种根本信念的一种诠释。经济变迁可以形成人类自我批判和社会公正的最为强劲的推动力，这是“管理”对西方社会根本信念的另一种诠释。在这一点上，乔纳森·斯威夫特早在300多年前就曾郑重地指出：“谁能在原先只长单叶草的土地上种出双叶草，那么他就要比所有思辨的哲学家或是玄奥的系统创建者更有功于人类。”管理部门，作为特定的社会组织，承担着使资源更有利用效率的重任，亦即承担着实现经济在组织下进步的重任，为此体现了当今的时代精神。事实上，管理是不可或缺的。这也是它为什么一旦产生，就如此迅猛地飞速发展，而且发展过程中没有遇到任何阻力的原因。（摘自彼得．德鲁克i管理实践》）行动指南：在读报以后，应该思考并精选出些案例，从中考察为什么在自由的世界中，管理者的能力、品质和绩效对于他们取得成功是至关重要的。
1月4目组织变革的“惰性”所有的组织都应该具有约束机制以面对现实。
所有的组织都应明确这一点：如果没有变革和调整，任何一个项目或是活动都无法长期具有生命力。事实上，不变则亡，没有变革，就要被淘汰。但是有很多组织却往往忽视了这一点，政府就是最极端的例子。政府在采取行动改变现状时软弱无力，这正是政府的痼疾所在，也是政府内部问题丛生的症结所在。在摆脱过去的羁绊方面，医院和大学的表现和政府相比也只能算是差强人意。
商界人士对过去的眷恋也和政府官员一样执迷不悟。面对产品和项目的失败，他们的对策往往只是加倍努力而已。幸好商界人士行动时不能随心所欲，因为他们有约束——市场的约束。他们面临着一个超脱于个人衡量标准之外的目标——市场利润率，所以他们迟早会被迫放弃业已失败或是效率低下的项目。与此相反，在政府、医院、军队和其他社会组织中，经济效益仅仅只是其中一种制约而已。
所有的组织都必须能够吐故纳新。市场“测试”和利润率指标给商业机构带来了独特的理念和衡量标准，我们也应该将其应用到其他组织中去。这种市场“测试”和利润率指标将和以往的衡量标准截然不同。（摘自彼得·德鲁克《不连续性时代》）行动指南：尽管你身处非营利组织之中，也应该吸纳市场“测试”和利润率指标，把它们作为绩效衡量标准。
1月5日抛弃过去没有比使尸体不腐烂更困难、更昂贵又更徒劳无功的事了。
高效的管理者深知：他们每天必须要高效地处理很多事务。为此，他们必须要专注。专注的第一法则就是要抛弃“行将就木”的过去，要立刻把组织内部最有价值的资源，尤其是弥足珍贵的人力资源从无效的领域中释放出来，并投入到充满机遇的未来中去。如果管理者不能摆脱过去的羁绊，抛弃过去，也就不可能创造未来。
如果不能学会在系统中有条理地、有目的地放弃，一个组织就会疲于应付各种突发事件。该组织内最宝贵的资源也会浪费在本不应该、或不再应该投入的事情上。因此，未来的机会也就牺牲在了昨天的祭坛上；因为组织内的资源，尤其是生产率最高的人才都束缚在了过去之中。愿意抛弃过去的公司寥寥无几，以至于很少有公司掌握着能把握未来的资源。（摘自彼得·德鲁克《卓有成效的管理者》、《动荡时代的管理》、《变动中的管理界》、《21世纪的管理挑战》）行动指南：将资源从无效的事情之中解放出来，让有能力的人自由地施展才华，从而把握住未来的机遇。
1月6目勇于放弃假如我们从未做过这件事，今天还会不会去做?我们必须要问，而且要很认真地问这样一个问题：“假如我们从未做过这件事，以我们今天的所知，会不会去做?”如果答案是否定的，我们就应该继续问：“我们现在应该怎么办?，’在下面三种情形下，我们应当采取的措施都应该是：直截了当的放弃。第一种情形：如果一个产品、服务、市场或流程“还有几年好日子”可过，那么就应该选择放弃。正是这些奄奄一息的产品、服务或流程，常常需要耗费最多的心力和最大的努力，并且牵绊着生产效率最高、最能干的人。第二种情形：如果一个产品、服务、市场或流程惟一留存的原因，只是因为在会计账目上完全注销了，而没有任何其他价值的话，我们就应该将它放弃。从管理的目标角度来看，没有“不花钱的资产”（cost-lcesassets），只有“沉没成本”（sunkCosts）①。第三种情形，也是最重要的一个应该放弃的理由，就是为了保存而保存。其实，保留那些“行将就木”的产品、服务、市场或流程，反而使得处于成长期的新产品、服务或流程受到阻碍或被忽略。（摘自彼得．德鲁克《21世纪的管理挑战》）行动指南：对照上述问题进行反思，若答案是上述情形，那么就要坚决放弃那些看似很重要的事情。
……

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