我認為Drucker 的取得博士過程和想法，乃是他的教育論的基礎。
歐洲教養：維也納；倫敦
大學入試考拉丁文、希臘文、數學、物理以及一點歷史。
他決定不進大學，認為4年專心讀書是浪費時間 (他父親沒認為他是中輟生drop-out)，所以走半工半讀。當時學制有彈性，法學博士是為培養公務員而不是大學的教師。Drucker因此在22歲就取得博士，也完成教師2篇論文。While in Frankfurt, he also earned a doctorate in international law and public law from the University of Frankfurt in 1931.[14]
一生偏袒半工半讀者，因為他們是真心追求、學習。
2015年11月8日 星期日
構想與決斷 The Rise of NEC By Koji Kobayashi, Peter Drucker (Foreword by)
構想與決斷 - 協志叢書
www.hcil.com.tw/978-957-9357-22-7.html
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構想與決斷－我在NEC的歲月. ISBN：978-957-9357-37-1 作者：小林宏治著/ 鄭慶昭譯 頁數：336 頁/ 平裝 出版社：協志工業叢書出版(股) 出版日期：1992年6月第一版
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The Rise of NEC
How the World's Greatest C & C Company is Managed (Developmental Management S.)
By Koji Kobayashi, Peter Drucker (Foreword by)
Format: Hardback, 272 pages
Published In: , (Blackwell, Oxford 1991),
This is a comprehensive account of the rise of NEC, over a period of more than 20 years. It studies its development into a corporation with 25 plants in 15 countries with a turnover of more than 2.7 million yen. Koji Kobayashi is the prime example of the managers who have rebuilt Japanese industry. His strategy helped develop NEC into one of the world's most significant post war businesses and the leader in the computer and communication markets. This book represents both a "case study" for other managers, and an illustration of the art of long term planning and its importance on strategy.
Table of Contents
Part 1 Initiating: assuming the presidency; from point to circle; the operating division as corporate engine; starting the zero defects movement. Part 2 Consolidating: entering the communications era; setting our sights; becoming a billion dollar company; decentralizing plant locations; building a global network. Part 3 Reviewing: management as learning; corporate "growth" "character" and "perpetuation"; technology and society; finite global resources and zero growth; launching operation quality. Part 4 Renewing: the realignment of the computer industry; yesterday the East, today the West, tomorrow...; quality before quantity; from advanced system to distributed network; the spirit of self help; managing transition; digital switching and C & C; building the C & C business; change is opportunity; the challenge of software development; fiber optic communications; exploring the frontiers of space; the growth of the semiconductor business; the emergence of the personal computer; the transformation of hom electronics; becoming a global corporation. Part 5 Integrating: the changing information-communications market; divergence and convergence of R & D.
2015年11月7日 星期六
French_Suites_(Bach) Suite No 6 E major
Drucker 喜歡的音樂：
Bach French Französische Suite No 6 E major BWV 817 András Schiff
https://www.youtube.com/watch?v=1t4oOTtOsNY
https://en.wikipedia.org/wiki/French_Suites_(Bach)
Peter was our MVP：Peter Drucker's Winning Team
Peter Drucker's Winning Team - Businessweek - Bloomberg
www.bloomberg.com/.../peter-druckers-winning-teambusinessweek-busi...
Apr 10, 2008 - So Bavasi called Drucker to seek his counsel, and there began a relationship that, with the new baseball season just under way, is well worth ...
Former Cleveland Indians President Peter Bavasi on what ...
▶ 1:20https://www.youtube.com/watch?v=kb-Xt662-3E
Apr 7, 2009 - Uploaded by DruckerInstFormer Cleveland Indians President Peter Bavasi on what he learned from Drucker. The Drucker Institute
Companies & Industries
Peter Drucker's Winning Team
After the management thinker joined the Cleveland Indians as a consultant in 1986, wins went up and so did ticket sales
In the summer of 1985, an executive named Peter Bavasi pored over a Harvard Business Review article by Peter Drucker in which the great management thinker described the "widow maker"—a job so inherently impossible that it was apt to defeat even the best and brightest.
Drucker's warning, "Any job that ordinarily competent people cannot perform is a job that cannot be staffed," was especially ominous for Bavasi. He had, you see, just become president of the Cleveland Indians, a sports franchise to which the word "hapless" seemed inextricably tied.
So Bavasi called Drucker to seek his counsel, and there began a relationship that, with the new baseball season just under way, is well worth revisiting for what it can teach all managers (BusinessWeek.com, 04/1/08), whether on the diamond or off.
Wanted: Organizational Expert
The 1985 season, during which the Indians had lost 102 games and won a mere 60, had given way to 1986 by the time Drucker came aboard as a full-fledged consultant. The Austrian-born professor enjoyed watching America's national pastime, and he had even struck up a friendship with Hall of Famer Yogi Berra when the two oft-quoted figures were neighbors in New Jersey in the early 1970s. (Drucker: "The best way to predict the future is to create it." Berra: "Prediction is very hard, especially when it's about the future.")
Bavasi, though, wasn't looking for a baseball guy. He needed an organizational expert, someone who could help teach his entire operation, from the equipment manager in the clubhouse to the skipper in the dugout, how to be more effective at a broad range of tasks. In fact, Bavasi had long been a big believer in Drucker's concept of MBO, or management by objectives.
MBO—by which managers throughout the organization jointly identify goals, clearly define each individual's responsibility for meeting them, and figure out how to measure the results—has had its share of critics over the years. Some, for instance, say the system is difficult to implement and doesn't work well in rapidly changing environments. Drucker, who had introduced the idea in his 1954 landmark The Practice of Management, himself pointed out that MBO was no silver bullet against inefficiency. It works, he emphasized, only "if you first think through your objectives." Yet he pointed out "90% of the time, you haven't."
Assembling the Right Staff
Bavasi, however, found MBO was perfect for a baseball team, in part because the objectives were so unmistakable. "It's a business of absolutes," he told me. "It's win-lose, ball-strike. There's no in-between. There's no maybe." And so he drew up a 450-page strategic and operating plan, which was based on MBO and covered every department of the Indians.
Drucker tempered it slightly, advising Bavasi to make the objectives more qualitative and less quantitative as he moved from areas such as ticket sales to the ball club itself. To hold the manager to an exact number of wins, Bavasi explains, "would have put too much pressure on everybody." Instead, Drucker suggested the Indians concentrate on putting together the right kind of coaching staff that would ultimately lead to more victories.
To that end, he prompted Bavasi and his inner circle—the Indians' manager, general manager, and player personnel director—to think not only about honing the squad's physical skills, but tending to its emotional and intellectual development as well. With Drucker's guidance, Bavasi brought on a Spanish-speaking coach who could relate to his young Latino players. He made sure that one of his coaches was an avuncular sort the players could lean on, while another was tough enough to give them the occasional kick in the butt. "What he reminded us was that if we managed the human aspect," Bavasi says, "it would lead to productivity on the field."
The Hard-to-Manage Players
Drucker (who charged $5,000 a day) wasn't a constant presence. He was teaching in California at the time and would meet with Bavasi and the boys only when they traveled to Anaheim to play the Angels. Nor did he decree anything. Mostly, says Bavasi, "He consulted by probing, asking layers of questions, our answers to which began to reveal new ways of approaching old problems."
Drucker was also "a master," Bavasi recalls, at "creating discussions about certain hard-to-manage players." Among them was relief pitcher Ernie Camacho, who had a penchant for turning in a terrific season, only to follow up with a lousy one.
"Well," Drucker said, "looking at his statistical history we can conclude that he is a regressive personality. We see a lot of that among top-flight computer programmers. They will be given a very complex assignment and write brilliant code. Their next assignment will end up mediocre, sometimes even a disaster. Then they'll write something brilliant. Up, down. On, off. Just like your pitcher."
Turnaround Ace
Bavasi remembers Manager Pat Corrales perking up, sensing Drucker "was about to reveal the answer" to stabilizing the erratic reliever. "Peter," Corrales asked, "what can we do to get this guy to be more consistent?"
"Patrick," answered Drucker, in his formal manner, "the way I see it, there's only one thing you can do." Finally, after a long pause, he said, "You should consider trading this man as soon as you can." (Camacho lasted another year with Cleveland before joining the Astros.)
Bavasi left after the '86 season, and Drucker didn't consult for the team anymore. But while he did, the turnaround was undeniable: The Tribe won an impressive 84 games, and attendance at Cleveland Stadium soared to nearly 1.5 million from just 655,000 the year before.
"Peter had a lot to do with getting us focused as an organization," Bavasi says. "He had us look at everything we were doing to see if there was a good rationale behind it…Peter was our MVP."
2015年10月29日 星期四
Joseph M. Juran 和 Peter Drucker
Joseph M. Juran在紐約大學NYU工學院的行政工程/工業工程學系當系主任，1945-1950，到1951年改為兼任。
據Juran之回憶錄，他利用探訪兒子的機會到 Peter Drucker的鄉下大學去拜訪他，並規勸他到大都會發展管理學。 Peter Drucker 於1950年到NYU企管學院GBA當管理學教授。
Joseph M. Juran 在NYU期間，1946年起創產業界主管參加的"主管圓桌會議"12屆，每期10周，每周開會一次，學員15人。
分3類：
1. 品管、以品質改善、降低成本為主，Juran 任主持人。
2. 工作簡化，生產力改善的核心工業工程技術，由大衛波特教授主持。
3. 高階主管特別感興趣的議題，由 Joseph M. Juran 和 Peter Drucker共同主持。
----參考：
The Architect of Quality: Joseph M. Juran, 1904-2008, McGraw-Hill
據Juran之回憶錄，他利用探訪兒子的機會到 Peter Drucker的鄉下大學去拜訪他，並規勸他到大都會發展管理學。 Peter Drucker 於1950年到NYU企管學院GBA當管理學教授。
Joseph M. Juran 在NYU期間，1946年起創產業界主管參加的"主管圓桌會議"12屆，每期10周，每周開會一次，學員15人。
分3類：
1. 品管、以品質改善、降低成本為主，Juran 任主持人。
2. 工作簡化，生產力改善的核心工業工程技術，由大衛波特教授主持。
3. 高階主管特別感興趣的議題，由 Joseph M. Juran 和 Peter Drucker共同主持。
----參考：
The Architect of Quality: Joseph M. Juran, 1904-2008, McGraw-Hill
| 品質創造大師朱蘭 / 約瑟夫.朱蘭(Joseph M. Juran)原著 ; 李芳齡譯 | ||
| 臺北市 : 麥格羅希爾出版 ;, 2004[民93]，第十九章 學術生涯，特別242-43頁 值得注意的是，1964年出版的Managerial Breakthrough ，並沒有提到、引用Peter Drucker：
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2015年10月26日 星期一
Harry Hopkins 1890-1946
- Harry Hopkins 1890-1946
- Harry Lloyd Hopkins (August 17, 1890 – January 29, 1946) was one of Franklin Delano Roosevelt's closest advisers. He was one of the architects of the New Deal, especially the relief programs of the Works Progress Administration (WPA), which he directed and built into the largest employer in the country. In World War II, he was Roosevelt's chief diplomatic adviser and troubleshooter and was a key policy maker in the $50 billion Lend-Lease program that sent aid to the Allies. Hopkins dealt with "priorities, production. political problems with allies, strategy—in short, with anything that might concern the president."[1]
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He was a firm supporter of China, which received Lend Lease aid for its military and air force. Hopkins wielded more diplomatic power than the entire State Department. Hopkins helped identify and sponsor numerous potential leaders, including Dwight D. Eisenhower.[14] He continued to live in the White House and saw the president more often than any other advisor.
胡適在論文多引用 Harry Hopkins 的Yelta 會議記錄：
Peter Drucker pointed to the example of Harry Hopkins, an adviser to Franklin D. Roosevelt during World War II. “A dying, indeed almost a dead man for whom every step was torment, he could only work a few hours every other day or so,” Drucker wrote of Hopkins. “This forced him to cut out everything but truly vital matters. He did not lose effectiveness thereby; on the contrary, he became, as Churchill called him once, ‘Lord Heart of the Matter’ and accomplished more than anyone else in wartime Washington.”
hc評：在【每日遇見杜拉克】(台北：天下文化，2005)中，將 ‘Lord Heart of the Matter’ 翻譯成"事情的真相"。 (頁35；1月15日)
在G. Green 的小說Heart of the Matter，有時譯成【事情的真相】。
由於Harry Hopkins是小羅斯福總統最倚重的外交顧問，又曾秘密"出使"英國，受邱吉爾的招待---可參見Wikipeia 的Harry Hopkins條---所以邱吉爾稱呼他為"萬事之核心/關鍵之大臣"。
crux of the matter
Also, heart of the matter. The basic, central or critical point of an issue.For example, In this trial the bloodstains represent the crux of the matter,or We think the second clause is the heart of the matter. Although crux isLatin for “cross,” in English it means “difficulty” or “puzzle,” and it is from thelatter that this expression is thought to be derived. The variant employsheart in the sense of “a vital part” (as it is in the body). The first term datesfrom the late 1800s, the variant from the early 1500s.
個案分析教學法；比較Apple公司和Facebook公司的中國市場開發
Drucker的個案分析教學法：
case study 的哲學 (為什麼哈佛大學商學院的，缺點多多) 和實例，請參考：
Drucker, the man who invented the corporate society: Inside Drucker's Brain, By John J. Tarrant, Publisher Cahners Books, 1976杜魯克：開創企業社會的人，沈鑑治譯，香港：今日世界出版社，1984，第十三章 導師杜魯克：實例教育法中的人性
Dr. Deming的case study，
哲學：理論的用處。
參考他在紐約大學的MBA 講義。他的論文，也可能包含許多解決問題的個案，又可參考他的書，尤其是管理學上以【轉危為安】、【新經濟學】為主。
試思考一例：比較Apple公司和Facebook公司的中國市場開發
庫克四年內拜訪中國七次，背後的三大目的
撰文者：虎嗅網 發表日期：2015/10/26
自從庫克第二次拜訪中國開始，媒體都會盤點每次的情況，多是照片+文字簡要概述的模式。我想寫點特別的。賈伯斯從來沒來過中國，庫克在位四年，卻來了七次，除了事件本身，及媒體通稿式的報導，應該有一些背後的東西。
第一次拜訪中國時間是2012年3月，目的是：緊急救市+危機公關
2011年下半年到2012年上半年手機市場最轟動的莫過於諾基亞失去王位，三星登頂。而在中國市場上，由電信商驅動的智慧型手機替換功能機大潮即將到來（2012年中智慧型手機市佔率首次超過功能機）。
艾瑞諮詢發表2011年中國智慧手機市場情況顯示，無論是海外的三星還是國內的中興華為市佔率都在快速增長，而伴隨諾基亞市場市佔率下滑的，還有蘋果。所以，庫克此行與市佔率的下滑有很大關係。
與市佔率下滑相伴的還有，iPad商標侵權案，深圳唯冠科技起訴蘋果商標侵權，要求在上海禁售iPad；韓寒等22位作家以「作家維權聯盟」名義，起訴蘋果侵犯個人著作權；還有更重要的，美國25萬人請願要求提高蘋果中國工人待遇，國內媒體紛紛報導蘋果使用血汗工廠事件，如新華網專題報導「話題：25萬美國人請願要求提高中國工人待遇？」。
在市場下滑的同時，品牌形像也遭遇危機，這使得履新不久的庫克不得不親自來華。時任國務院副總理李克強親自接見了他，並表示要加強知識產權保護和加強人文關懷。會見了中國聯通和中國電信高層，暗示加大在華投資。此次拜訪中國的目的基本達到，只剩下個商標糾紛，在幾個月後用6000萬美元擺平了。
第二、三、四次拜訪中國時間分別是2013年1月、2013年7月、2014年1月，前後在1年時間內，最大的目的是：合作中國移動，擴大中國市場
這三次與三家電信商的接觸順序是：
2013年1月，中國聯通、中國電信、中國移動，推動與中國移動的合作。
2013年7月，中國移動、中國聯通、中國電信，力促與中國移動達成合作。
2014年1月，中國移動，正式達成合作，並為新品站台。
可以看到，蘋果與中國移動的談判可謂曠日持久。實際上，看2013年的兩次拜訪中國前蘋果的市佔率，就知道與中國移動合作的迫切性。
2012年Q4，蘋果亞太區業務較去年同期增長了25%，而中國市場對這塊業務的貢獻達到2/3。蘋果iPhone 5在中國內地上市後，創造了三天內銷量超過200萬部的歷史新高。蘋果認識到中國市場的重要性，而全球最大的電信商中國移動還未與自己達成合作。
2013年Q2，蘋果大中華區營收46.4億元，較去年同期下降14%，較前期下滑幅度高達43%，也許救市最有效的辦法就是與中國移動的合作。
還有個重要的統計數據，截至2012年底，中國移動在網iPhone用戶數已超過3000萬，佔據了80%的iPhone用戶，而耗費了大量補貼的中國電信和中國聯通同期iPhone用戶分別只有170萬和700萬。
實際上，自從2007年第一代iPhone問世後，中國移動就率先與蘋果展開實質性的合作談判。長達6年時間，高層會見8、9次，談判小組的會議，難以計數。而這三次拜訪中國過程中，也包括了從工信部層面的推動。兩個驕傲者都讓了一步，達成了合作，是否為時偏晚，評價不一。
第五、六、七次拜訪中國時間分別是2014年10月、2015年5月、2015年10月，前後在1年時間內，最大的目的是：更高層面的品牌傳播
蘋果產品的品牌溢價很高是大家都熟知的，成本兩千左右可以買到五六千，但消費者比較認同這種價值。一般情況下的品牌傳播是通過廣告等方式實現，還有商業味道不那麼濃的方式，微軟、高通、三星、英特爾等外企在入華的過程中都有做過，如環保慈善、管理理念與創新模式傳播、文化理念推廣等，這些項目看起來與直接的市場行為沒什麼關係，但有助於融入當地文化中，同時提升企業與品牌形象。
進入2014年以來，蘋果在中國市場的佔有率不斷上升。此時的蘋果在市佔率上很難有突飛猛進的突破，也不會有莫名其妙的下滑。正是深入紮根中國市場、步步為營的時機，有必要進行更高層面的品牌傳播。所以近三次拜訪中國所做的事情是：
1、內部關懷。 2014年10月參觀鄭州富士康工廠，2015年5月和10月到蘋果店看望員工。加強內部關懷，有助於從內向外的口碑傳播，當然，通過媒體也可以加強其人性化的傳播。
2、管理理念與文化傳播。 2014年10月以清華經管 學院顧問委員會委員身份交流管理經驗，同時加強蘋果與清華大學在能源技術等方面的合作。蘋果大學即將在國內推廣，是宣傳蘋果文化理念的重要工具。
3、關注教育、環保與慈善。 2015年5月拜訪北京一所全iPad教學的小學，以及近兩次的拜訪中國都有的議程，推進蘋果在中國的新環保項目。
回顧這七次拜訪中國，先是臨危受命、緊急救場，之後是持久攻堅、擴大市佔率，再是品牌推廣、提升形象，發現庫克在不同的階段有不同的目的，而且意圖明顯，層層深入。從七次拜訪中國的過程中，我們也可以看出蘋果在中國市場正逐步站穩腳跟。
那麼，下一階段的拜訪中國任務會是什麼呢？當蘋果產品的創新逐漸乏力，是為新品站台嗎？當電信商在渠道上的主導地位減弱，是推動管道變革嗎？國產操作系統與晶片市佔率加大，是進行信息安全層面的合作嗎？這三個層面的目的在近三次拜訪中國中多多少少都有所體現，但還不是重點。你的看法是什麼？
原文出處：虎嗅網
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