Peter Drucker's contribution to international management. The contribution and role of Peter Drucker in modern management theory Management by objectives

Description:This now classic management book has been written and tested for over thirty years. This is the result of the author's teaching of management science at universities and in the framework of specialized programs and seminars for managers, as well as the result of his close and fruitful cooperation with practicing managers: over the years of his activity, he has been a consultant to a number of business companies, government organizations, hospitals and schools . Drucker describes in his book the tools and methods of effective management that have proven to be effective, and makes it clear and accessible language.

In this book, the author has tried to describe everything that we have learned about management at the moment, but its goal is much broader. It also presents those areas that we did not have time to know, but which are vital for us. The purpose of the book is also to develop approaches to solving problems for which we have not yet found answers; it explores policies, principles, and practices that will help managers meet specific management challenges. This book is an attempt to equip the modern manager with the understanding, way of thinking, knowledge and skills needed to work in an organization today and tomorrow.

This book focuses on the manager as a person; on how people act and what they achieve. But it constantly attempts to connect tasks with the people who perform them.

Tasks are by nature objective and impersonal. Tasks are performed by managers, i.e. They are the ones who set goals and work to achieve them. Management as a job involves the availability and use of specific skills, tools and methods. Many of them are discussed in this book, and some of them are discussed in some detail.

The revised edition of Management is a distillation and synthesis of Peter F. Drucker's work on management and society, with an emphasis on his published and unpublished writings since 1973, when the first edition of Management: Tasks, Responsibilities, Practices was published. (MZOP)", until his death on November 11, 2005. During this time, he published more publications than in 1954-1973, i.e. from the publication of the book The Practice of Management (1954) and MZOP.

Peter Drucker's legacy

Introduction to the revised edition of Management

Chapter 1. Introduction: the concept of management and managers

Chapter 2. Management as a Social Function and the Liberal Art

Chapter 3. Management Criteria

Part I. New realities of management

Chapter 4

Chapter 5

Chapter 6

Chapter 7. A New Management Paradigm

Part II. Business performance

Chapter 8. Business Theory

Chapter 9

Chapter 10

Chapter 11 Strategic planning: entrepreneurial skill

Part III. The effectiveness of the institution of service

Chapter 12

Chapter 13: What Business Can Learn from Successful Nonprofits

Chapter 14 School Responsibility

Chapter 15

Chapter 16

Part IV. Productive and Achievement-Oriented Worker

Chapter 17

Chapter 18

Chapter 19

Part V. Social impacts and social responsibility

Chapter 20

Chapter 21

Part VI. Work and job tasks of a manager

Chapter 22

Chapter 23

Chapter 24

Chapter 25

Chapter 26

Chapter 27

Part VII. Management Skills

Chapter 28

Chapter 29

Chapter 30

Chapter 31

Chapter 32

Chapter 33

Part VIII. Innovation and Entrepreneurship

Chapter 34

Chapter 35

Chapter 36

Chapter 37

Part IX. Management organization

Chapter 38

Chapter 39

Chapter 40

Chapter 41

Chapter 42

Chapter 43 Executive Director new millennium

Chapter 44 pension funds for corporate governance

Part X. New requirements for a person

Chapter 45

Chapter 46

Chapter 47

Chapter 48

Major works of Peter Drucker

The main works of Peter Drucker in Russian

Conclusion. manager of tomorrow

Bibliography

Subject index

Archive size 39.1 MV

Peter F. Drucker

The Preface of Management

Published with permission from Joan D. Winstein, Co-Trustee of the Drucker 1996 Literary Works Trust and Andrew Nurnberg Literary Agency

Scientific editor Nina Nasikan

Legal support of the publishing house is provided by the law firm "Vegas-Lex"

This book is well complemented by:

Peter Drucker

Peter Drucker, Joseph Macchiarello

Bill George and Peter Sims

Foreword

Prior to the publication of this book in 1954, other books on management had been written and published, although relatively few. In 1946 I published my first book on the subject, Concept of the Corporation. A few years earlier, in 1938, Chester Barnard's The Functions of a Leader appeared. Articles on management written by Mary Follett and written in the 1920s and early 1930s were collected together in 1941 and published in a collection called Dynamic Administration (“Dynamic Management”). Australian-born Elton Mayo, a professor at Harvard University, has published two of his short books on work and the worker, The Human Problems of an Industrial Civilization and The Social Problems of an Industrial Civilization. in 1933 and 1945 respectively. Translation into English language works of the French theorist and practice of management Henri Fayol Industrial and General Administration (“General and industrial management”), first published in Paris in 1916, appeared in 1930; and Frederick Taylor's Principles of Scientific Management was published even earlier, in 1911, and has been reprinted many times since.

Each of these books continues to enjoy great and well-deserved popularity. Each of them at one time represented a major achievement and laid a solid and long-term foundation for scientific management. Moreover, these works are still unsurpassed in the relevant field of knowledge. Until now, readers have not been offered the best guides to what we now call organizational psychology and organizational development than the writings of Barnard and Mary Follett. When we talk about “quality circles” and “employee participation in management,” we are only repeating what Elton Mayo wrote forty and fifty years ago. Henri Fayol presents the material in somewhat old-fashioned language, but his ideas about the functioning and organization of management are still original and relevant. In all these years, little has been said about the functions and policies of top executives compared to what I wrote in my book The Concept of the Corporation. To understand the characteristics of the work of qualified specialists in the field of information analysis and processing, that is, specialists in the field of knowledge, and to find out how to increase the productivity of such work, we still have to turn to Taylor's legacy today.

Nevertheless, The Practice of Management was the first real management book. In it, this science was considered for the first time as a whole and for the first time an attempt was made to present management as an independent function, management as a special type of work, and the manager's performance of his functions as a special kind of activity. All previous books on the subject have dealt with some aspect of management, such as communications (like Barnard's The Functions of a Manager) or top management, organizational structure and corporate politics (like my own book The Concept of the Corporation). The Practice of Management talks about business management (Part I), managerial managers (Part II), employee and job management (Part IV). It also talks about the management structure (Part III) and decision making (Part V, Chapter 28). We are talking about the nature of management, its role, tasks and problems; it also talks about managers as people who perform managerial work and occupy managerial positions: their qualifications, self-improvement, official duties, values. In chapter 13, titled "The Spirit of the Organization," the reader will find all about what is now defined (and described) as corporate culture. The Practice of Management was the first book in which, while discussing organizational goals, we formulated a definition of a key result area. It shows you how to set goals and use them to guide your business and evaluate its performance. In fact, the term "goals" first appeared in this book - at least, I was not able to find it in earlier literature. Finally, in The Practice of Management, for the first time, it was discussed how management is already existing business, and making progressive changes to it, on the basis of which the business of tomorrow arises.

Perhaps most important—and certainly more innovative—was the fact that this book was the first time that the business enterprise was considered as a whole. In all previous books on the topic of management, and even in most modern books, this or that aspect of the enterprise is considered. Moreover, they usually study only the internal dimension: organization, politics, relationships between people within the organization, authority and other aspects of the life of the company. "The practice of management" considers the organization in three dimensions: firstly, as a business, which is an institution whose task is to obtain certain economic results outside of itself, in the market or for customers; secondly, as a human and social organization which puts people to work, is called upon to improve them, is obliged to pay them for their work, organizes them to ensure productive work, and which, therefore, requires management, since it embodies certain values and forms relations of power and responsibility; thirdly, as a social institution, embedded in society and the local community and, accordingly, subject to the influence of public interests. In addition, discussed social obligations business, a term that was virtually unknown at the time this book was published.

Thus, about thirty years ago, The Practice of Management created what is commonly called the discipline of management today. It was neither an accident nor luck - the author set himself such a goal when writing the book.

When I wrote The Practice of Management, I already had ten years of successful consulting experience behind me, although my starting point was neither business nor management. True, much earlier I had to work in banks - no more than one year in Germany and three years in England. But I became a writer and journalist and, in addition to that, I taught theory government controlled and political science. Thus, I came to management almost by accident. In 1942, I published the book Future of Industrial Man, in which I argued that very many of the social tasks performed in earlier societies by the local community and family were subsequently taken over by organizations and, in particular, commercial companies. This book caught the attention of a senior executive in the world's largest manufacturing company, General Motors, and in the late fall of 1943, he suggested that I do an in-depth study of the company's senior management, structure, and underlying policies. The result of this work was the book The Concept of the Corporation, which was completed in 1945 and published in 1946.

This book focuses on the manager as a person; on how people act and what they achieve. But it constantly attempts to connect tasks with the people who perform them.

Peter Drucker's legacy

Introduction to the revised edition of Management

Chapter 1. Introduction: the concept of management and managers

Chapter 2. Management as a Social Function and the Liberal Art

Chapter 3. Management Criteria

Part I. New realities of management

Chapter 4

Chapter 5

Chapter 6

Chapter 7. A New Management Paradigm

Part II. Business performance

Chapter 8. Business Theory

Chapter 9

Chapter 10

Chapter 11 Strategic Planning: An Entrepreneurial Skill

Part III. The effectiveness of the institution of service

Chapter 12

Chapter 13: What Business Can Learn from Successful Nonprofits

Chapter 14 School Responsibility

Chapter 15

Chapter 16

Part IV. Productive and Achievement-Oriented Worker

Chapter 17

Chapter 18

Chapter 19

Part V. Social impacts and social responsibility

Chapter 20

Chapter 21

Part VI. Work and job tasks of a manager

Chapter 22

Chapter 23

Chapter 24

Chapter 25

Chapter 26

Chapter 27

Part VII. Management Skills

Chapter 28

Chapter 29

Chapter 30

Chapter 31

Chapter 32

Chapter 33

Part VIII. Innovation and Entrepreneurship

Chapter 34

Chapter 35

Chapter 36

Chapter 37

Part IX. Management organization

Chapter 38

Chapter 39

Chapter 40

Chapter 41

Chapter 42

Chapter 43

Chapter 44. The Impact of Pension Funds on Corporate Governance

Part X. New requirements for a person

Chapter 45

Chapter 46

Chapter 47

Chapter 48

Major works of Peter Drucker

The main works of Peter Drucker in Russian

Conclusion. manager of tomorrow

Bibliography

Subject index

Archive size 39.1 MV

1.Introduction 3

2. Main ideas and concepts developed by P. Drucker 4

2.1 Goal management 6

2.2.The concept of an entrepreneurial society 7

2.3 Knowledge Society 11

2.4 Business Theory 13

2.5.Efficiency 15

3. Conclusion 18

4. Literature list 20

1. Introduction

PeterFerdinand Drucker(Peter Ferdinand Drucker) is one of the most famous scientists in the field of management and the author of many books on the problem of management. His works are widely known in the world. Peter F. Drucker was born in 1909 in Vienna (Austria). The future guru was educated at home and in the UK, after which he worked as a newspaper reporter in Frankfurt (Germany), in parallel preparing for the defense of his doctoral dissertation. Later, Drucker worked as an economist in the London branch of one of the major international banks, and in 1937 he moved to the United States. In America, at Bennington College and the New York University Graduate School of Business, he began a teaching career. On June 21, 2002, Peter Drucker received the Medal of Freedom from US President George W. Bush. He has received honorary doctorates from numerous universities around the world. Peter Drucker spent the last years of his life in Claremont, California. Moving away from active work, he nevertheless continued to advise. On November 11, 2005, Peter Drucker died eight days before his 96th birthday.

Peter FerdinandDrucker- a famous writer, consultant and theorist in the field of management. Heads of the world's largest corporations, non-profit organizations, government agencies turned to his consultations. Drucker wrote 31 books that have been translated into more than two dozen languages. Thirteen of them are devoted to economics, politics, social life, and fifteen books are management. He also published two novels and an autobiography, and was a co-author of a book on Japanese painting. The main contribution of the scientist is the systematization of knowledge on management problems and the separation of management into a separate science. Modern society today is turning from an industrial society into a "management society", since it is this category of workers that comes to the forefront. It is the phenomenon of management that can explain why enterprises increasingly use the labor of highly qualified workers. No society, no one social system before they could not afford it. And it is management that is able to use the ever-deepening division of labor, unite workers of different specialties and lead them to achieve common goals. The role of management is to turn knowledge and education into the direct productive force of society, into what is called the true capital of any economy. Almost 150 years ago, the concept of "management", the sama-science of management were unknown. Since then, according to Drucker, management has radically changed the entire system of socio-economic relations in a highly developed countries peace. In his writings, Drucker traces the entire path of this transformation, showing how management created world economy established a new economic order. He dwells on the problems that managers in developing and developed countries face and will face in the future, emphasizing those principles of management that will help managers create successful enterprises around the world.

2. Key ideas and concepts developed by Peter Drucker.

Living and working in London, Peter Drucker published his first books (1939 and 1942): The End economic man and The Future of Industrial Man. The ideas expressed by Drucker in these works interested one of the leaders of General Motors, who invited him to conduct a study of higher managerial level company and the basic principles of its operation. Based this study and experience in consulting projects that he carried out for other large corporations (General Electric, Sears, Roebuck), Drucker published two more works: in 1946, the book The Concept of the Corporation, and in 1954, The Practice of Management. As conclusions based on these works, the author identified the absence of the concept of management as a profession: managers do not realize what they are doing
set of manager functions. Drucker believed that: « The ability to make the right decisions is the most important skill for all levels of management.» . Drucker also identified 3 fundamental functions of a manager:

1) business management;

2) management by managers;

3) employee management.

The third important conclusion was the definition of business as a company, which includes 3 concepts. First of all, as a "business", that is, an economic institution formed to create products that meet the demands of the market, the company's customers. Secondly, as a humanitarian and social "organization" that employs people and undertakes to pay them for their work. Thirdly as a "social institution" integrated into society and therefore subject to the influence of public interests. The main thing in the first books of Drucker is an attempt to present management as a systematized body of knowledge, that is, a new scientific discipline. Drucker concluded that the success of leading US corporations is associated with the use of the same methods of effective business management. The scientist attributed to them the decentralization of operational decision-making, the optimization of the number of managerial personnel, the "enrichment" of labor, a clear awareness of one's belonging to a particular business. The most significant contribution of the martyr to management theory is considered to be the analysis of the most important of these methods, which allowed him to develop the concept of "management by objectives".

2.1. Goal management.

The central idea of this concept is the multiple goals of the organization (not only the traditional profit maximization, but also the focus on long-term success). Task rational manager consists of balancing the various goals of the organization. Determination of goals for each area management activities allows: First of all, to explain the entire spectrum of economic phenomena in several general formulations; Secondly to test these judgments in practice; third, predict the behavior of the firm; fourthly, to check the reasonableness of decisions in the process of their adoption, and not after their implementation; fifth, improve future performance based on the analysis of past experience. Using the mechanism of management by goals as a method of improving the efficiency of the organization allows you to combine planning and control, increase the involvement of managers at all levels in the process of developing goals and stimulates feedback processes. Another important advantage of this concept is the connection of the tasks facing an individual manager with the overall goals of the company. Management by objectives, therefore, suggests that the leadership of an organization is the function of a group of managers, and not the exclusive privilege of one person. Since an integral part of management by objectives is the broad participation of lower workers in it, top managers must maintain cooperation with them and their participation in decision-making. Drucker defined a set of goals that define long-term success, which include improving the company's position in the market, labor productivity, profitability indicators, innovative activity, physical and financial resources, the activities of managers and the development of their abilities, the activities of workers and their attitude to work,
company's responsibility to society.

2.2. The concept of an entrepreneurial society.

Peter Drucker in 1984 publishes a book called "The Market: How to Become a Leader. Practice and Principles." In this work, Drucker introduces the term "management revolution", meaning innovation and entrepreneurship. The author writes that they (innovation and entrepreneurship) help to achieve the changes that they tried to achieve with the help of various historical revolutions, but only without bloodshed, civil war, concentration camps and economic failures. Creative functions innovation activities and entrepreneurship are characterized by purposefulness, certainty and controllability. Drucker talks about the need for an entrepreneurial society in which innovation and entrepreneurship would be sustainable, normal and mandatory. Leaders of all institutions are required to turn innovation and entrepreneurship into normal, continuous, everyday activities, into the practice of their personal work and the work of their organization. Thus, the manager enters the first role, and the concept of "manager-entrepreneur" arises. Drucker notes that entrepreneurship is of a more qualitative nature, and considers an entrepreneur to be someone who creates fundamentally new goods or services. In addition, Drucker interprets the areas of entrepreneurship: small business, intra-company entrepreneurship (technological, organizational), entrepreneurship in social sphere(new approaches to labor motivation). In his work, Peter Drucker also highlights the conditions for the formation and existence of an entrepreneurial society. The author considers the definition of areas of failure, that is, those areas in which innovative and entrepreneurial activity do not bring the desired results. Thus, in his opinion, planning in the traditional sense is incompatible with an entrepreneurial society and an entrepreneurial economy. In essence, innovative activities should be decentralized, operational, concrete and should be microeconomic in nature. It is best to make sure that they are implemented gradually, that they are flexible and effective. The author also warns that only the development of high technology should not be considered innovations. The most likely outcome of a policy that promotes only high technology is another costly fiasco. Primarily, high technology- only one of the areas of innovation and entrepreneurial activity, but by no means the only one. The main mass innovations are in other areas. Drucker identifies two areas in which the entrepreneurial society requires innovative social activities. First section - politics aimed at social protection of the reserve labor force. The absolute number of unemployed people is small. But the fact is that manufacturing workers in traditional industries are concentrated in very few places. They have a limited degree of freedom, that is, they are limited in changing jobs, places of residence, etc. They have neither sufficient education nor high qualifications, nor social competence, nor confidence in own forces. This category of workers in developed countries forms the stratum whose level of education and general culture has not undergone radical changes in this century. But these workers are the highest paid group in industrial society. If
society will not show concern for their employment - even by providing them with lower-paid jobs - they will turn into a purely negative force. This problem can be solved if the economy is transformed into an entrepreneurial one. New enterprises opened within the entrepreneurial economy create new jobs. But even if the entrepreneurial economy creates new jobs, organizational measures are still needed to train and employ workers released from traditional industries. They cannot do this on their own. If these measures are not taken, then the released industrial work force will show increasing resistance to everything new, including the means of his own salvation. Another necessary social innovation is distinguished by its radicality, complexity and extraordinaryness. It consists in organizing a systematic replacement of obsolete social policy and outdated service structures, since the active period of social policy
very limited, and the period of effective operation of service institutions is limited. In addition to these two innovative social measures, Drucker identifies as one of the most important conditions for the functioning of the entrepreneurial society tax policy. It is important both as a tool that influences the behavioral norms of economic agents, and as a symbol of society's values and priorities. At present, in developed countries, getting rid of the traditional irrationalities of the past is severely punished by the existing tax system. No less important tool than the tax and fiscal policy aimed at encouraging entrepreneurship (or at least not deterring it) is the protection of new enterprises from the need to carry out bureaucratic government tasks (reporting, certificates, etc.). These costs are expressed not only in the financial costs associated with the underutilization of the most qualified personnel, their
working time and effort. These costs are invisible because they are not directly
appear in government budgets, but are hidden, for example, in doctor's bills,
a nurse who spends a good half of her working time filling out all sorts of official records.

Peter Drucker also identified the primary challenge facing members of the business community and should be seen as an opportunity for their own growth: lifelong learning and retraining. Concern for personal growth and professional careers motivates individual members of the business community to increasingly take responsibility for their lifelong learning. and retraining. They can no longer be guided by the notion that the knowledge gained in
childhood and adolescence, will serve as their “foundation” for the rest of their lives. The knowledge laid down in the early years should be considered as a “launching pad” for takeoff, takeoff, and not as a base for erecting a building in which you are going to spend your whole life.8 People should be prepared to independently determine for themselves the direction of their activities.
The intensity of updating knowledge and skills depends on the level of initial training and how much they professional career connected with
entrepreneurship. In this regard, the area is of great importance.
activities of employees. For example, the skills acquired by a carpenter in the years
teachings can serve him faithfully without significant changes for forty years, that is, almost until the end of his economically active life. As for doctors, engineers, teachers, lawyers, managers, etc., they should proceed from the fact that the knowledge, skills and abilities they have acquired become obsolete in fifteen years. Specialists of this level should be prepared for the fact that in a decade and a half once they have mastered knowledge and skills at their present level, they will actually have to solve completely different problems, they will have different goals, and in many cases their professional “career” may go in a different direction. From these considerations follows the following concept of Peter Drucker - the concept of "knowledge society".

2.3. Knowledge Society

The main idea of the concept of the knowledge society is the expression of the
Peter Drucker: "In a knowledge society, managers must be willing to give up everything they know." In such a society, knowledge is the primary resource and the overarching resource for both individuals and the economy as a whole. Such traditional factors of production as land, labor and capital do not disappear, but fade into the background. They can be acquired and quite easily acquired just with the help of specialized knowledge. According to this concept, a new type of worker appears - a worker with knowledge (knowledge worker). Drucker identifies two categories of workers: managers and specialists (managers of a certain level, consultants, programmers, software users, etc.).

Users and programmers can work both independently and in
companies. The main difference between their activities is that they create a product with their own funds, without using the company's funds. A fair question arises: how to manage such workers? In answering this question, Drucker considered three types of commands:

doubles tennis, characterized by high interdependence
partners, the need to link their strengths and weaknesses and lack of freedom;

baseball, where the place and functions of each player are strictly defined and clearly articulated;

American football with a much greater degree of freedom,
As the game progresses, any player can take the initiative and perform various functions.

Drucker believes that the structure and type of work of most organizations can be compared with one or another category of sports teams and choose
appropriate style of work with staff. Drucker also notes that knowledge dynamics clearly dictate to managers that each organization must build change management in its own way. own system close to this organization. On the one hand, this means that every organization must be prepared to give up everything it
does. Managers must learn after a certain amount of time
for every process, every product, every procedure and every policy, ask periodically, “If we’re not already doing it, should we be doing it knowing what we now know?” If this question is answered in the negative, the following question should arise: “So what do we do now?” And the organization should do something specifically to solve this problem, and not call for another study. The organization must be able to refuse any unpromising and unprofitable activity, and not try to prolong the life of some successful product today. Sometimes such a strategy is more beneficial than the latter.
On the other hand, it is the sacred duty of every organization to dedicate itself to creating something. This idea is characterized by the assertion that each management input of its activities should use three basic principles. First of all, a process called kaizen by the Japanese, which involves continuing to improve a company's product. The goal of kaizen is to improve a product or service in such a way that in two to three years it can become a truly different (from "different") product or service. Secondly Every organization must learn to use its knowledge to develop and apply its own success, and not just rest on its laurels. Thirdly, every organization should learn how to innovate systematic process. Without these three principles in mind, a knowledge-based organization will very soon become obsolete, losing its productive capacity and with it the ability to attract and retain professional workers with the specialized knowledge on which productivity depends.

2.4.Theory of business.

Another concept developed by Peter Drucker is the business theory concept. It is built on attempts to answer the question of what happened to well-known firms in the 80s and 90s. The author analyzed the causes of the crises of large corporations (for example, General Motors and IBM) and drew the appropriate conclusions. For General Motors, the main problem was the loss of understanding of their market, and for IBM - of their product, that is, the companies were unable to adapt their business theory to modern conditions. The main development of Druckerastal is the three elements that make up the theory of business. First element- an idea of environment organizations: society and its structure, market, consumer and technology. Second element- an idea of the specific (special) mission of the organization. Third element- an idea of the company's key capabilities or core competence - a set of capabilities that determine competitive advantages necessary to fulfill the mission of the organization. The author notes that these three points are deceptively simple. It usually takes years of hard work, thought, and experimentation to develop a clear, complete, and actionable business theory. To be successful, an organization must work hard and develop in its own way. For business theory to be effective, there are four important points to consider:

1. Ideas about the environment, the mission of the organization and the core
competencies must be true. That is, it is necessary
take into account the changes taking place in society, its structure, and, accordingly, the needs and capabilities of consumers, and already, based on this, somehow develop and change your business.
2. Ideas about these three elements should be consistent with each other.
friend. Perhaps it was the strong point General Motors,
determining the dominant position of the company for decades. The company had a wonderful combination of market vision and optimal manufacturing process. In the mid-20s, the company decided that it also needed completely new, hitherto unknown key capabilities: financial control of the production process and the theory of capital allocation. The result was modern cost accounting and the first rational process of capital allocation.
3. All employees of the organization must know and understand its theory of business.
It's easy to implement on initial stage organization's activities. However, with its gradual formation and success, there is more and more a tendency to take business theory for granted. Then a certain negligence appears in the work of the organization, it begins to “cut corners”. The company starts doing what seems right, not what is right. She stops thinking and asking questions. She remembers the answers, but forgets to ask questions. Business theory becomes culture. However, culture is not a substitute for discipline, and business theory is first and foremost a discipline.
4. Business theory must be constantly tested. It is not engraved on
stone. It consists of assumptions about things that are in constant
dynamics, movement - society, markets, consumers, technologies. Thus, the very theory of business must assume the possibility of its change.

2.5. Efficiency.

In 1966, Peter Drucker published a book called The Effective
manager". It is interesting that in this work the scientist acted not only as a theorist, but also as a practitioner giving specific advice. The author writes that efficiency cannot be taught, but you can and should learn it yourself. He says that managers who are unable to direct their activities in an effective direction are unlikely to be able to properly manage their colleagues and subordinates. Managers who do not know how to effectively organize their own work process set a bad example for others. In order to work effectively, it is not enough to be hardworking, well-informed or have high intellectual abilities. Efficiency is something independent and special. However, it is not necessary to have special abilities, aptitudes, or learned skills to be effective. The effectiveness of the manager is expressed in his ability to perform certain - quite simple - tasks. Efficiency is made up of several practical components. Drucker identifies five key elements to improve employee performance management. First of all Effective managers need to know what they are spending their time on. The ability to control one's time is an essential element of productive work. This step is purely methodical in nature: recording time, keeping control records with its measurements. This forces the employee to take a closer look at where he spends his time, his activities and goals, which will greatly affect the level and quality of the work performed. Secondly Effective managers must focus on accomplishments that go beyond the boundaries of their organization. They should be focused not on doing the job as such, but on the end result. A good manager, before embarking on a particular task, asks himself the question: “What results should I achieve?” The very process of work and its methods fade into the background for him. The manager learns to analyze his role in the organization and determine his contribution to its activities. Answers to the questions posed should lead to increased demands on oneself, to reflection on one's own goals and the goals of the organization, as well as to the definition of values. Most importantly, the questions should prompt the idea of the need to improve the performance of their work. They encourage the manager to take on more responsibility and abandon the role of a subordinate person, for whom everything that suits the authorities is good. In other words, by concentrating on his own contribution, the manager learns to focus not on means as such, but on ultimate goals. Thirdly, effective managers must build their activities on the predominant, strong qualities, both their own and managers, colleagues and subordinates, and are also obliged to look for positive moments in specific situations. It is impossible to start work by solving problems that are unrealistic at the moment. Activation strengths character is reflected in behavior. It is respect for the individual, both one's own and others. It is a system of values and actions. But this is again a teaching in the process of doing work and self-development in practice. Emphasizing strengths, the manager combines the individual goal and needs of the organization, the individual abilities and results of the organization, individual achievements and the organization's capabilities. Fourth, effective managers concentrate their attention on a few critical areas in which the implementation of the assigned tasks will bring the most tangible results. They must learn to set priority areas for work and not deviate in their implementation. A waste of time and energy leads to the most negative results. Focus on this stage- functional indicators of the manager and the organization.
What is analyzed is not what is happening, but what you want to happen in the surrounding conditions. In this case, it is not information that is subject to development, but character: forethought, self-confidence, courage. In other words, leadership based on purpose, determination and confidence develops here. And fifth effective managers must make effective decisions. And this is, first of all, a question of consistency, that is, the process of completing the task must take place in the correct sequence. It should be remembered that an effective decision is always a judgment based on disagreement rather than agreement on facts. Excessive haste leads to bad decisions. There should be few solutions, but they should all be fundamental. Decision-making must be guided by the right strategy, and not momentary tactical considerations. The author pays the most attention to the self-development of the manager, which plays a huge role in his development as efficient worker. He must acquire the appropriate knowledge and skills. He must learn many new skills for himself as he changes activities. But any skills and knowledge will be of little help to the leader if he does not develop himself from the point of view of efficiency. Self-development of managers in order to increase their own efficiency is a central link in the development of the organization. To the extent that managers strive to bring specific benefits, they raise the functional level of the organization in which they work. As a result, the organization not only becomes capable of more productive activities, it acquires the ability to perform a variety of functions and strive for a variety of goals.

3. Conclusion.

Peter Drucker's main contribution to modern theory management is that he was able to collect and systematize the knowledge of many scientists about management problems, thereby making it a separate science. Of course, the scientist’s own developments also play a huge role, he had an amazing gift to formulate ideas that later became management postulates related to concretization and explanation processes occurring in the organization on the way to improving its structure, performance and customer satisfaction. Considering that today the national natural and climatic riches are increasingly losing their former importance both for economic growth and for the cultural development of any country, after reading the works of Drucker, you begin to better understand not
just the importance of the control factor in modern society but also its transformation into the main, decisive factor in the progress of human civilization.
According to Drucker, the following principles of management can be distinguished:

1. Management is an integral part of human existence. Without him
no joint activity of people is possible. Management makes people's strengths effective and weaknesses irrelevant.
2. Management is deeply embedded in the culture of any country. And here is a big
feedback matters: the impact of cultural and historical traditions on management.

3. The task of management is to establish in the organization such a system of clear and
simple goals and values that would make all employees allies in achieving them.

4. The task of management also includes: providing the enterprise and
every employee has the opportunity to grow and develop. Continuous training and retraining must become the lifeblood of any organization at all levels.

5. The performance of work by each employee must be based on personal
responsibility for assigned work. Everyone should clearly understand their responsibilities and be able to evaluate their personal contribution to the common cause.

6. Control over all parameters also depends on management
organization's activities.

7. Finally, you should always remember that the main end result of the enterprise is customer satisfaction.

4. List of references.

1. Katkalo V.S. Peter Drucker and modern management//Messenger
St. Petersburg State University. 1995. Series 5, issue 3 (No. 19).

2. Peter F. Drucker. Market: how to become a leader. Practice and principles.
Moscow, 1992.

3. Peter F. Drucker. Effective manager - Moscow: BCI, 1994.

4. Michael Mescon. Fundamentals of management. Michael Mescon, Michael Albert, Franklin Hedouri, Moscow, ed. Case, 1996.

Job responsibilities. Participates in the conduct of scientific research or fulfillment technical developments. Develops work plans and programs for the implementation of individual stages of work. Carries out the collection, processing, analysis and systematization of scientific and technical information on the topic (task). Designs kinematic, electrical, assembly and other schemes for various purposes, calculates the necessary parameters and values. Compiles descriptions of the device and principles of operation of the designed products, objects, as well as justification of the adopted technical solutions. Designs test and control tools, equipment, laboratory models, controls their production. Takes part in bench and industrial tests of prototypes (batches) of designed products, installation and adjustment of equipment during research and experiments. Performs adjustment and adjustment of complex and precise equipment, monitors its condition and proper use. Monitors the operation of equipment, conducts complex experiments and measurements, keeps records of ongoing experiments, performs necessary calculations, analyzes and summarizes the results, draws up technical reports and operational information on them. Prepares initial data for drawing up plans, estimates, requests for materials, equipment, etc. Develops design and working technical documentation, draws up completed research and design work. Participates in the implementation of developed technical solutions and projects, in the provision of technical assistance and field supervision in the manufacture, installation, commissioning, testing and commissioning of the designed products, objects. Summarizes the experience of implementing research results and developed technical solutions. Studying special literature and other scientific and technical information, achievements of domestic and foreign science and technology on research or development issues. Prepares information reviews, as well as reviews, reviews and opinions on technical documentation. Participates in examination scientific works, in the work of seminars, conferences, scientific and technical societies. Compiles sections of scientific and technical reports on the work performed. Participates in the preparation of publications, drafting applications for inventions and discoveries.

Must know: research methods, design and experimental work; special scientific, technical and patent literature on the subject of research and development; the procedure for using abstract and reference publications, as well as other sources of scientific and technical information; production technology of the relevant sector of the economy; purpose, composition, design, principle of operation, installation conditions and technical operation designed products, objects; equipment of the unit of the institution (organization), features of its operation; standards, specifications and other guidance materials on the development and execution of technical documentation; methods and means of performing technical calculations and computational work; domestic and foreign achievements of science and technology in the relevant field of knowledge; requirements for the organization of labor in the design; fundamentals of economics, organization of labor and organization of production; fundamentals of labor legislation; labor protection rules and regulations.

Qualification requirements. Higher professional education no requirement for work experience.

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