Management: Tasks, Responsibilities, Practices

Front Cover
Harper Collins, Apr 14, 1993 - Business & Economics - 864 pages
9 Reviews

Management is an organized body of knowledge. "This book," in Peter Drucker'swords, "tries to equip the manager with the understanding, the thinking, the knowledge and the skills for today'sand also tomorrow's jobs." This management classic has been developed and tested during more than thirty years of teaching management in universities, in executive programs and seminars and through the author's close work with managers as a consultant for large and small businesses, government agencies, hospitals and schools. Drucker discusses the tools and techniques of successful management practice that have been proven effective, and he makes them meaningful and easily accessible.

  

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Review: Management: Tasks, Responsibilities, Practices

User Review  - David E McClendon, Sr - Goodreads

Drucker attempts to give detailed information on many different areas of management. The book contains loads of information. Drucker provides his readers a detailed history of the field of management ... Read full review

Review: Management: Tasks, Responsibilities, Practices

User Review  - Preston Malone - Goodreads

Right up there with his "Practice of Management". See that review. Read full review

Contents

PART TWO
WORK JOBS SKILLS AND ORGANIZATION
29
The Rise Decline and Rebirth of Ford
GMThe Countertest
Management as a Change of Phase
The Managers Work and Jobs
30

Management in the Developing Countries
The End of the Management Boom
What Have We Learned?
Management as a Discipline
Technocracy Is Not Enough
Management and Its Society
The Roots and History of Management
The Emergence of LargeScale Organization
The First Management Boom
The Work of the Twenties and Thirties
3
The Need for New Knowledge in the Foundation Areas
Beyond Decentralization
From Personnel Management to the Leadership of People
The New Demands
MultiInstitutional Management
Multinational and Multicultural Management
Management and the Quality of Life
PART ONE
THE TASKS
4
1 Purpose and Mission
2 Productive Work and Worker Achievement
3 Social Impacts and Social Responsibilities
The Time Dimension
Administration and Entrepreneurship
The Work of the Manager
BusinessPerformance
5
6
The Purpose of a Business
The Two Entrepreneurial Functions
From Selling to Marketing
The Enterprise as the Organ of Economic Growth and Development
The Productive Utilization of WealthProducing Resources
The Functions of Profit
7
The Fallacy of the Unternehmer
What Is Our Business?Never Obvious
The Need for Dissent
Method Rather Than Opinions
Who Is the Customer?
What Is Value to the Customer?
When to Ask What Is Our Business?
What Will Our Business Be?
The Unsatisfied Wants of the Customer
What Should Our Business Be?
The Need for Planned Abandonment
8
Social Revolution as Business Mission
The Lessons
The Basis for Work and Assignments
How to Use Objectives
9
The Concentration Decision
The MarketStanding Decision
Innovation Objective
Resources Their Supply Utilization and Productivity
The First Test of Managements Competence
The Social Dimension
Profit as a Need and a Limitation
The Japanese Example
How to Measure Profitability
Balancing Objectives
The Role of Budgeting
Setting Priorities
From Objectives to Doing
10
What Strategic Planning Is Not
What Strategic Planning Is
What New Things Do We Have to DoWhen?
Everything Degenerates into Work
Performance in the Service Institution
11
Service Institutions within Business
Are Service Institutions Managed?
But Are They Manageable?
The Importance of the Exceptions
12
Misdirection by Budget
When Efficiency Is a Sin
Earned or Deserved Revenue
13
The American University
Lilienthal and the TVA
The Lesson of Meiji
Market Approach and Socialist Competition
The Limits of the Market
The Limits of Public Policy
14
The Three Kinds of Service Institutions
The Institutions Specific Needs
Socialist Competition in the Service Sector
The Institutions of Governance
Productive Workand Achieving Worker
15
The Crisis of the Manual Worker
The Crisis of the Labor Union
Managing the Knowledge Worker the New Challenge
The Segmentation of the Work Force
The New Breed
16
The Five Dimensions of Working
Machine Design and Human Design
Work as Curse and Blessing
Work as Social and Community Bond
The Economic Dimension
Work as Living and Work as Wage
The Power Dimension of Working
The Power Dimension of Economics
The Fallacy of the Dominant Dimension
17
The Analysis of Work
The Principles of Production
UniqueProduct Production
Rigid and Flexible Mass Production
Process Production
What Each Principle Demands
18
Routines and Exceptions
The Patterns of Routines
Work and Tools
Mechanization and Automation
Beyond Manual Work
19
Maslows Criticism
What Is the Managers Reality?
Big Fear and Little Fears
Can We Replace Carrot and Stick?
20
Zen versus Confucius
Lifetime Employment
But Flexible Labor Costs
To Each According to His Needs the Benefit System
The Godfather System
Upward Responsibility
Ernst Abbé and the Zeiss Optical Works
The IBM Story
The Lessons
21
The Fallacy of Creativity
Feedback Information for SelfControl
Continuous Learning
Planning and Doing
The Need for Clear Authority
Responsibility for Job and Work Groups
Assembly Line and Job Enrichment
Worker Responsibility and the New Breeds
The PreIndustrials
The Knowledge Worker
Saving the Supervisor
Plant and Office as Communities
The Need for Leadership Opportunities
WorkCommunity Activities
The SelfGoverning Work Community
22
Job Security and Income Stability
The Shortcomings
The Rehn Plan
Organized Placement
Profits Productivity and Benefits
Making Benefits Benefit
What Benefits Should Be
23
The Lesson of Decentralization
The Demands on Management
The Leadership of People
Personnel Management
People Are Our Greatest Asset
Placement
Social Impacts and Social Responsibilities
24
What Explains It?
The Disenchantment with Government
The New Leadership Groups
Three Cautionary Tales
Union Carbide and Vienna West Virginia
Swift do Argentina and Deltec
Civil Rights and the Quaker Conscience
25
Responsibility for Impacts
Identifying Impacts
The Need for Technology Monitoring
How to Deal with Impacts
When Regulation Is Needed
The TradeOffs
Social Problems as Business Opportunities
The Degenerative Diseases of Society
26
The Limits of Competence
The Limits of Authority
When to Say No
27
The Historical Models
Models and Reality
The New Problems
Guidelines
The Multinational Corporation
28
Leadership Groups but Not Leaders
Primum Non Nocere
Executive Compensation and Economic Inequality
The Danger of Golden Fetters
The Rhetoric of the Profit Motive
The New Definition of a Manager
The Career Professional
Title Function and Pay of the Career Professional
31
The Work of the Manager
Man
32
Common Mistakes in Designing Managerial Jobs
The Importance of Age Balance
Job Structure and Personality
The Span of Managerial Relationships
Defining a Managers Job
The Managers Authority
The Manager His Superiors His Subordinates and the Enterprise
33
Why Management Development?
Why Manager Development?
What Management Development Is Not
The Two Dimensions of Development
34
Misdirection by the Boss
Differences in Levels of Management
Misdirection by Compensation
What Should the Objectives of a Manager Be?
Management by Drives
How Should Managers Objectives Be Set and by Whom?
SelfControl through Measurements
SelfControl and Performance Standards
A Philosophy of Management
35
The Needed Correction
The Danger of Overstaffing
Where the Growth Occurred
The Decision Impact of the New Middle Manager
The Knowledge Organization
The Need for Clear Decision Authority
Top Managements Role in the Knowledge Organization
36
The Danger of Safe Mediocrity
Conscience Decisions
Focus on Opportunity
Integrity the Touchstone
Managerial Skills
37
Facts or Opinions?
The Need for Dissent and Alternatives
The Trap of Being Right
Is a Decision Necessary?
Who Has to Do the Work?
The Right and the Wrong Compromise
The Feedback
38
What We Have Learned
Why Downward Communications Cannot Work
What Can Managers Do?
39
The Characteristics of Controls
Specifications for Controls
Controls Follow Strategy
The Ultimate Control of Organizations
40
Promise and Performance
Why Management Science Fails to Perform
The Fear of RiskTaking
What Managers Need to Know
Managerial Organization
41
Yesterdays Final Answers
Traditional Assumptions and Current Needs
What We have Learned
The Three Kinds of Work
42
The Key Activities
The Contributions Analysis
The Conscience Activities
Making Service Staffs Effective
The Two Faces of Information
Hygiene and Housekeeping
43
Relations Analysis
Symptoms of Malorganization
Organizitis as a Chronic Affliction
44
Design Logics
Formal Specifications
Operating Innovative TopManagement Structures
45
The Functional Structure
Can the Weaknesses Be Offset?
Their Limited Scope
Where Functionalism Works
The Team
Some Examples
Their Lessons
The Strengths and Limitations of the Team Principles
The Scope of Team Organization
46
The Strengths of Federal Decentralization
The Requirements of Federal Decentralization
Size Requirements
How Small Is Too Small?
What Is a Business?
Simulated Decentralization
The Problems of Simulated Decentralization
Rules for Using Simulated Decentralization
47
The Difficulties and Problems of the Systems Structures
48
The Need for Simplicity
PART THREE
TASKS ORGANIZATION STRATEGIES
49
Building a TopManagement Team
The Secretariat
Georg Siemenss Lessons
TopManagement Tasks and Organization
50
To Operate or Not to Operate
The Characteristics of TopManagement Tasks
51
Teamwork in Top Management
How to Nourish the Brain
52
Why Top Management Needs an Effective Board
The Three Functions of the Board
What Is Needed
Who Belongs on a Board?
Strategies and Structures
53
Size and Strategy
54
Managing the Small Business
What the Small Business Needs
The FairSized Business
The Big Business
The Danger of Becoming Inbred
55
What Works and What Doesnt
Merger and Acquisition
Sale and Divestment
Can a Company Be Too Big?
The Optimum Point
Too Big for the Environment
56
The Fallacy of Asset Management
Investor vs Asset Manager
Why Diversification?
Backward and Forward Integration
External Pressures
Right and Wrong Diversification
57
The Need for a Business Strategy
Technology as a Common Core of Unity
Some Basic Rules
The Extended Technological Family
What Does Not Work
Countercyclical Diversification
The Need for Temperamental Fit
58
The Tools of Diversification
The GrassRootsforAcquisition Strategy
Divestment of the Misfit
The Joint Venture
Ground Rules for Joint Ventures
A Note on the Family Business
59
The Common World Market
The World Market as Integrator
The Split Between Economy and Sovereignty
The Problems of Strategy
The TopManagement Teams
The Individual Manager
A Man Needs a Home
How to Pay?
The Multinational and Its Environment
The Multinationals and the Developing Countries
The Multinational Tomorrow
Tomorrows Management Structures
60
IBMs NearMiss
Is Growth Necessary?
Growth in the PublicService Institution
Growth as a Survival Need
The Need for Growth Objectives
The Need to Prepare for Growth
The Controlling Factor
61
Innovative Examples
The Meaning of Innovation
The Dynamics of Innovation
Innovative Strategy
Measurements and Budgets
The Risk of Failure
The Innovative Attitude
Structure for Innovation
Innovation as a Business
CONCLUSION
Bibliography
Notes
About the Author
Credits
Copyright
About the Publisher
Copyright

Common terms and phrases

About the author (1993)

Peter F. Drucker is considered the most influential management thinker ever. The author of more than twenty-five books, his ideas have had an enormous impact on shaping the modern corporation. Drucker passed away in 2005.

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