In this classic text, Peter Drucker studies how modern-day managers, whether in business or public service, can perform effectively. He takes an international view, exploring management problems in Great Britain, Western Europe, Japan, and Latin
America, and suggests how these problems can be tackled.
The interactions between manager, the institution and the social and cultural environment are penetratingly examined, and the book is enhanced by telling examples from a wide spectrum of experience.
The essence of management is performance. And it is the management and managers of our institutions - business and government, educational and multinational - that will determine our future. The purpose of this landmark study is to prepare today's and tomorrow's managers for their tasks and responsibilities and to enable them to meet the formidable challenge ahead.
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Part One Business Performance
Part Two Performance in the Service Institution
Part Three Productive Work and Achieving Worker
Part Four Social Impacts and Social Responsibilities
Part Five The Managers Work and Jobs
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achievement activities agement ager American analysis areas basic become beneﬁts budget business enterprise capital company’s conﬂict contribution cost decision deﬁned deﬁnition demands economic effective employees engineering expected federal decentralization ﬁgures ﬁnal ﬁnancial ﬁnd ﬁrm ﬁrst ﬁt ﬁve ﬂexible function Gantt Chart human impact important individual industry investment knowledge organization knowledge workers labour leadership major Management by objectives management development management sciences management scientists managerial manufacturing Marks & Spencer mass production means measure ment middle management natural monopoly nomic objectives one’s operating organizational performance person planning problem professional proﬁt proﬁtability question relationship requires risk satisﬁed scientiﬁc Sears service institutions simulated decentralization skill social responsibility society speciﬁc strategy subordinates success systematic Theory Theory Y things tion top management traditional unique-product unit World War II