DWD20200306

David's Time With Peter F. Drucker 2020.3.6 Implicit in this is that different in the work population have to be managed differently, and that the same group in the work population has to be managed differently at different times. Increasingly "employees" have to be managed as "partners"——and it is the definition of a partnership that all partners are equal. It is also the difinition of a partnership that partners cannot be ordered. They have to be persuaded. Increasingly therefore, the management of people is a "marketing job." And in marketing one does not begin with the question:"What do we want?" One begins with the question:"What does the other party want? What are its values? What are its goals? What does it consider results?" And this is neither "Theory X" nor "Theory Y," nor any other specific theory of managing people. Maybe we will have to redefine the task altogether. It may not be "managing the work of people." The starting point both in theory and in practice may have to be "managing for performance." The starting point may be a definition of results——just as the starting points of both the orchestra conductor and the football coach are the score. The productivity of the knowledge worker is likely to become the center of the management of people, just as the work on the productivity of the manual worker became the center of managing people a hundred years ago, that is, since Frederick W. Taylor. This will require, above all, very different assumptions about people in organization and their work: One does not "manage" people. The task is to lead people. And the goal is to make productive the specific strengths and knowledge of each individual.——《Management Challenges for the 21st Century·Chapter1》(Peter F.Drucker,1999)