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The legendary1 political economist2 Peter Drucker has died at age 95. Drucker wrote more than 3 dozen books and countless3 articles, but for such a prolific4 writer, he offered rather pithy5 advice.
The most important thing is to know what you're good at, and very few people know that. All of us know what they're not good at.
NPR's Jack6 Speer has this appreciation7 of the man known as the the father of modern management .
Born in Vienna in 1909, Peter Drucker was a child of privilege. His parents counted among their friends, such luminaries8 as Sigmund Freud. As a young man, Drucker earned a law degree, he went on to obtain his doctorate9 in international law at University of Frankfort, though he always maintained that was more to please his father than himself. Troubled by the rise of the Nazis11, Drucker moved to London to work for a merchant bank. Jack Beatty, a Drucker biographer told NPR's Todd Monk12, the Nazi10 period had a lasting13 influence.
"He just got out of Europe before the Third Reich and he is conscious that he's had this extraordinary luck, and I think that's been a, that he's been spared really. And I think that this also has affected14 him, he feels that he owes the world something."
Drucker immigrated15 to America in 1937 and it was in his adopted country that he did his most influential16 work. In his very first book, the End of Economic Man, Peter Drucker analysed the causes of totalitarianism, the insecurity, fear, depression and unemployment, the demons17, as he put it, that created the conditions for the emergence18 of the dictator. Joseph Maciariello was a friend and colleague who now teaches at the Drucker School of Management in Claremont, California. He explains how Peter Drucker was able to reshape modern management theory.
"He's been a critic but from the inside. He's been a friend of business. So he's spoken eloquently19, um, um, to executives about how to improve their performance while also being a critic, so yeah, that's it, that's a tough, tough act."
Today the idea that business management is a field worthy20 of serious academic study is uncontroversial. But before Peter Drucker, there really was no theory of management. His 18 months in-depth examination of General Motors led to the publication in 1946 of one of his most influential works, Concept of the Corporation. The book was disavowed by GM management. Within a decade, Drucker published the work that would seal his reputation as a business guru, the Practice of Management. Peter Senge, a senior lecturer of MIT who worked with Drucker explains why the book holds up even today.
"One of the reasons his books in general as well as the classic one in 1954 have held up is he has a remarkable21 ability to kind of intellectualize from a very practical foundation, so I think he's had a big impact on managers, not just academics who have read his material, because they get a feeling this is a person who kind of, knows what my life is like, knows what it feels like to actually be in an organization."
Drucker counseled managers and union leaders to give employees more control over their working environment, he held the purpose of business was to create customers and businesses should be profitable, but insisted employees were a resource, and not a cost, Drucker disdained22 business fads23, things like stock options for executives. In a 1990 interview with Bill Moyers on PBS, he summed up what defines a truly effective manager.
"Leadership is performance and not personality. What you accomplish and what you enforce others to perform, that does a great function of, you're making incredible demands, ur, not making it easy for people."
And Peter Drucker did not exempt24 himself from those incredible demands, writing well into his nineties , often on a manual typewriter. In a 2004 article for the Harvard Business Review, Drucker had some advice for today's business leaders, listen first and speak last. Peter Drucker, according to those who knew him, was perhaps the concealment25 listener.
Jack Speer, NPR News, Washington.
The most important thing is to know what you're good at, and very few people know that. All of us know what they're not good at.
NPR's Jack6 Speer has this appreciation7 of the man known as the the father of modern management .
Born in Vienna in 1909, Peter Drucker was a child of privilege. His parents counted among their friends, such luminaries8 as Sigmund Freud. As a young man, Drucker earned a law degree, he went on to obtain his doctorate9 in international law at University of Frankfort, though he always maintained that was more to please his father than himself. Troubled by the rise of the Nazis11, Drucker moved to London to work for a merchant bank. Jack Beatty, a Drucker biographer told NPR's Todd Monk12, the Nazi10 period had a lasting13 influence.
"He just got out of Europe before the Third Reich and he is conscious that he's had this extraordinary luck, and I think that's been a, that he's been spared really. And I think that this also has affected14 him, he feels that he owes the world something."
Drucker immigrated15 to America in 1937 and it was in his adopted country that he did his most influential16 work. In his very first book, the End of Economic Man, Peter Drucker analysed the causes of totalitarianism, the insecurity, fear, depression and unemployment, the demons17, as he put it, that created the conditions for the emergence18 of the dictator. Joseph Maciariello was a friend and colleague who now teaches at the Drucker School of Management in Claremont, California. He explains how Peter Drucker was able to reshape modern management theory.
"He's been a critic but from the inside. He's been a friend of business. So he's spoken eloquently19, um, um, to executives about how to improve their performance while also being a critic, so yeah, that's it, that's a tough, tough act."
Today the idea that business management is a field worthy20 of serious academic study is uncontroversial. But before Peter Drucker, there really was no theory of management. His 18 months in-depth examination of General Motors led to the publication in 1946 of one of his most influential works, Concept of the Corporation. The book was disavowed by GM management. Within a decade, Drucker published the work that would seal his reputation as a business guru, the Practice of Management. Peter Senge, a senior lecturer of MIT who worked with Drucker explains why the book holds up even today.
"One of the reasons his books in general as well as the classic one in 1954 have held up is he has a remarkable21 ability to kind of intellectualize from a very practical foundation, so I think he's had a big impact on managers, not just academics who have read his material, because they get a feeling this is a person who kind of, knows what my life is like, knows what it feels like to actually be in an organization."
Drucker counseled managers and union leaders to give employees more control over their working environment, he held the purpose of business was to create customers and businesses should be profitable, but insisted employees were a resource, and not a cost, Drucker disdained22 business fads23, things like stock options for executives. In a 1990 interview with Bill Moyers on PBS, he summed up what defines a truly effective manager.
"Leadership is performance and not personality. What you accomplish and what you enforce others to perform, that does a great function of, you're making incredible demands, ur, not making it easy for people."
And Peter Drucker did not exempt24 himself from those incredible demands, writing well into his nineties , often on a manual typewriter. In a 2004 article for the Harvard Business Review, Drucker had some advice for today's business leaders, listen first and speak last. Peter Drucker, according to those who knew him, was perhaps the concealment25 listener.
Jack Speer, NPR News, Washington.
点击收听单词发音
1 legendary | |
adj.传奇(中)的,闻名遐迩的;n.传奇(文学) | |
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2 economist | |
n.经济学家,经济专家,节俭的人 | |
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3 countless | |
adj.无数的,多得不计其数的 | |
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4 prolific | |
adj.丰富的,大量的;多产的,富有创造力的 | |
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5 pithy | |
adj.(讲话或文章)简练的 | |
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6 jack | |
n.插座,千斤顶,男人;v.抬起,提醒,扛举;n.(Jake)杰克 | |
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7 appreciation | |
n.评价;欣赏;感谢;领会,理解;价格上涨 | |
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8 luminaries | |
n.杰出人物,名人(luminary的复数形式) | |
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9 doctorate | |
n.(大学授予的)博士学位 | |
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10 Nazi | |
n.纳粹分子,adj.纳粹党的,纳粹的 | |
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11 Nazis | |
n.(德国的)纳粹党员( Nazi的名词复数 );纳粹主义 | |
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12 monk | |
n.和尚,僧侣,修道士 | |
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13 lasting | |
adj.永久的,永恒的;vbl.持续,维持 | |
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14 affected | |
adj.不自然的,假装的 | |
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15 immigrated | |
v.移入( immigrate的过去式和过去分词 );移民 | |
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16 influential | |
adj.有影响的,有权势的 | |
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17 demons | |
n.恶人( demon的名词复数 );恶魔;精力过人的人;邪念 | |
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18 emergence | |
n.浮现,显现,出现,(植物)突出体 | |
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19 eloquently | |
adv. 雄辩地(有口才地, 富于表情地) | |
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20 worthy | |
adj.(of)值得的,配得上的;有价值的 | |
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21 remarkable | |
adj.显著的,异常的,非凡的,值得注意的 | |
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22 disdained | |
鄙视( disdain的过去式和过去分词 ); 不屑于做,不愿意做 | |
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23 fads | |
n.一时的流行,一时的风尚( fad的名词复数 ) | |
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24 exempt | |
adj.免除的;v.使免除;n.免税者,被免除义务者 | |
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25 concealment | |
n.隐藏, 掩盖,隐瞒 | |
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