One of the most famous lines in all his publications is found in THE PRACTICE OF MANAGEMENT: “There is only one valid definition of the purpose of business: to create a customer. Markets are not created by God, nature, or economic forces, but by businessmen.”
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Brief summary of the book “Administration and the Work of the World”:
Management is not limited to facebook data business, it applies to any human endeavor that brings together people with diverse knowledge and skills in an organization. It has had a great impact on man's way of life. It has allowed large numbers of educated people to be employed in the production process. Advanced knowledge is always highly specialized and produces nothing by itself, but management allows these tasks to be integrated toward a common good. Management has transformed knowledge from being a social ornament and a luxury into the true capital of every economy, the center of capitalist investment.
Management evolution began with the command model, which gave rise to departmentalization by function and training (which eliminated the previous need for hundreds of years to develop a tradition of labor and experience in manual and organizational skills). In the 1920s and 1930s, decentralization appeared, which combines the advantages of large and small within a single company . Then it was discovered that the assembly line sacrificed the long term in the name of the short term, giving rise to the line of thought that made automation the way to organize the manufacturing process. Thus, Theory Y, teamwork, quality circles, and information-based organization emerged as a way to manage human resources. These managerial innovations represent the application of knowledge to work, the substitution of improvisation and brute force by system and information.
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Management knowledge is incomplete, and its very success makes that knowledge obsolete by accelerating the shift from manual to knowledge work within organizations.
In the past, world economic prominence was based on leadership in technological innovations, but Japan's emergence as a great economic power in this century was not due to technological leadership, but to leadership in management, which could be called "social technology." Japan understood that the economic landscape had changed. The mechanical model of organization and technology that emerged at the end of the 17th century with the steam engine had died in 1945 with the atomic bomb, giving way to a biological model: interdependent, knowledge-intensive, and organized by the flow of information.