DWD20200223

David's Time With Peter F. Drucker 2020.2.23 But the assumption that Management is Business Management still persists. It is therefore important to assert——and to do so loudly ——that Management is NOT Business Management——any more than, say, Medicine is Obstetrics. There are, of course, differences in management between different organizations——Mission defines Strategy, after all, and Strategy defines Structure. There surely are differences between managing a chain of retail stores and managing a Catholic diocese (though amazingly fewer than either chain stores of bishops believe); between managing an air base, a hospital and a software company But the greatest differences are in the terms individual organizations use. Otherwise the differences are mainly in application rather than in principles. There are not even tremendous differences in tasks and challenges. The executives of all these organziations spend, for instance, about the same amount of their time on people problems——and the people problems are almost always the same. Ninety percent or so of what each of these organizations is concerned with is generic. And the differences in respect to the last 10 percent are no greater between businesses and nonbusinesses than they are between businesses in different industries, for example, between a multinational bank and a toy manufacturer. In every organization——business or nonbusiness alike——only the last 10 percent of management has to be fitted to the organization's specific mission, its specific culture, its specific history and its specific vocabulary. ——《Management Challenges for the 21st Century·Chapter1》(Peter F.Drucker,1999)