Peter Drucker, the well-known Ameri

Peter Drucker, the well-known American business professor and consultant, suggests that the work of a manager can be divided into planning (setting objectives), organizing, integrating (motivating and communicating), measuring, and developing people.

First of all, managers (especially senior managers such as company chairmen � and women � and directors) set objectives, and decide how their organization can achieve them. This involves developing strategies, plans and precise tactics, and allocating resources of people and money.

Secondly, managers organize. They analyse and classify the activities of the organization and the relations among them. They divide the work into manageable activities and then into individual jobs. They select people to manage these units and perform the jobs.

Thirdly, managers practice the social skills of motivation and communication. They also have to communicate objectives to the people responsible for attaining them. They have to make the people who are responsible for performing individual jobs form teams. They make decisions about pay and promotion. As well as organizing and supervising the work of their subordinates, they have to work with people in other areas and functions.

Fourthly, managers have to measure the performance of their staff, to see whether the objectives set for the organization as a whole and for each individual member of it are being achieved.

Lastly, managers develop people � both their subordinates and themselves.

Obviously, objectives occasionally have to be modified or changed. It is generally the job of a company�s top managers to consider the needs of the future, and to take responsibility for innovation, without which any organization can only expect a limited life. Top managers also have to manage a business�s relations with customers, suppliers, distributors, bankers, investors, neighbouring communities, public authorities, and so on, as well as deal with any major crises which arise. Top managers are appointed and supervised and advised (and dismissed) by a company�s board of directors.

����������� Although the tasks of a manager can be analyzed and classified in this fashion, management is not entirely scientific. It is human skill. Business professors obviously believe that intuition and �instinct� are not enough; there are management skills that have to be learnt. Drucker, for example, wrote over 20 years ago that � Altogether this entire book is based on the proposition that the days of the �intuitive� manager are numbered�, meaning that they were coming to an end. But some people are clearly good at management, and others are not. Some people will be unable to put management techniques into practice. Others will have lots of technique, but few good ideas. Outstanding managers are rather rare.

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Peter Drucker, awọn daradara-mọ American owo professor ati ajùmọsọrọ, ni imọran wipe awọn iṣẹ ti a faili le ti wa ni pin si igbogun (eto afojusun), jo, o darapo (motivating ati soro), idiwon, ati sese eniyan. Akọkọ ti gbogbo, alakoso (paapa oga alakoso iru bi ile awoôn ati awọn obinrin ati oludari) ṣeto afojusun, ki o si pinnu bi wọn agbari le se aseyori wọn. Eyi je sese ogbon, eto ati ilana kongẹ, ati pipin awon oro ti awọn eniyan ati owo. keji, alakoso to. Nwọn itupalẹ ati lẹtọ awọn akitiyan ti awọn agbari ati awọn ajosepo laarin wọn. Wọn pin awọn iṣẹ sinu manageable akitiyan ati ki o sinu olukuluku ise. Wọn yan awon eniyan lati ṣakoso wọnyi sipo ki o si ṣe awọn ise. Thirdly, alakoso niwa awọn awujo ogbon ti iwuri ati ki o ibaraẹnisọrọ. Nwọn tun ni lati baraẹnisọrọ afojusun lati awọn eniyan lodidi fun attaining wọn. Won ni lati ṣe awọn eniyan ti o wa lodidi fun sise ise olukuluku fọọmu egbe. Wọn ṣe ìpinnu ti nipa sanwo ati igbega. Bi daradara bi jo ati akoso awọn iṣẹ ti wọn subordinates, ti won ni lati ṣiṣẹ pẹlu eniyan ni awọn agbegbe miiran ati iṣẹ. Fourthly, alakoso ni lati wiwọn awọn iṣẹ ti wọn osise, lati ri boya awọn afojusun ṣeto fun ajo bi a gbogbo ati fun kọọkan kọọkan egbe ti o ti wa ni a ti waye. Lopin gbogbo rä, alakoso idagbasoke eniyan mejeji wọn subordinates ati ara wọn. O han ni, afojusun lẹẹkọọkan ni lati wa ni títúnṣe tabi yipada. O ti wa ni gbogbo awọn ise ti a Companys oke alakoso lati ro awọn aini ti ojo iwaju, ati lati ya ojuse fun ĭdàsĭlẹ, lai si eyi ti eyikeyi agbari le nikan reti a lopin aye. Top alakoso tun ni lati ṣakoso a businesss ajosepo pẹlu awọn onibara, awọn olupese, oludari, ninu pese si, afowopaowo, adugbo awujo, àkọsílẹ alase, ati bẹ lori, bi daradara bi yio se pẹlu eyikeyi pataki rogbodiyan eyi ti dide. Top alakoso ti wa ni yàn ki o si se àmójútó ati ki o nimoran (ati dismissed) nipa a Companys ọkọ ti oludari. Biotilejepe awọn iṣẹ-ṣiṣe ti a faili le wa ni atupale ati classified ni yi njagun, isakoso ni ko o šee igbọkanle ijinle sayensi. O ti wa ni eda eniyan olorijori. Business awọn ọjọgbọn o han ni gbagbo wipe intuition ati instinct o wa ko to; nibẹ ni o wa isakoso ogbon ti o ni lati wa ni kẹkọọ. Drucker, fun apẹẹrẹ, kowe lori 20 years seyin wipe L'yi gbogbo iwe ti wa ni da lori awọn ohun titun ni pe ọjọ ti awọn ogbon inu faili ti wa ni kà, afipamo pe won ni won bọ si ohun opin. Ṣugbọn awọn eniyan ni o wa kedere dara ni isakoso, ati awọn miran wa ni ko. Diẹ ninu awọn eniyan yoo jẹ lagbara lati fi isakoso imuposi sinu iwa. Awọn miran yoo ni ọpọlọpọ ti ilana, ṣugbọn diẹ ti o dara ero. Dayato si alakoso ni o wa dipo toje.