Managing for ResultsThe effective business, Peter Drucker observes, focuses on opportunities rather than problems. How this focus is achieved in order to make the organization prosper and grow is the subject of this companion to his classic work, The Practice of Management. Managing for Results shows what the executive decision maker must do to move his enterprise forward. Drucker again employs his particular genius for breaking through conventional outlooks and opening up new perspectives for profits and growth. |
Contents
The Result Areas | |
Revenues Resources and Prospects | |
How Are We Doing? | |
Cost Centers and Cost Structure | |
The Customer Is the Business | |
This Is our Business | |
PART | |
Building on Strength | |
Finding Business Potential | |
Making the Future Today | |
Building Economic Performance into a Business | |
Notes | |
Other editions - View all
Managing for Results: Economic Tasks and Risk-taking Decisions Peter Ferdinand Drucker Limited preview - 1999 |
Managing for Results: Economic Tasks and Risk-Taking Decisions Peter F. Drucker Limited preview - 2016 |
Managing for Results: Economic Tasks and Risk-Taking Decisions Peter F. Drucker Limited preview - 2014 |
Common terms and phrases
activities actually allocation aluminum American automobile become buys capital cent chemical Company Total company’s concentration Contribution Coefficient cost burden Cost Center Costs Cost Points Customer Dollar customer’s decisions distinct distributive channel economic performance economic results economic tasks Edsel effective efforts end-uses engineering entrepreneurial equipment example excellence executive expectations future growth happen HarperCollins idea imbalance impact important industry innovation instance Inventories investment in managerial Japan knowledge areas knowledge worker leadership position managerial ego manufacturer marketing analysis Marks & Spencer Martin Company millions Motors organization packaging papermaking Percentage of Company Percentage of Customer Pereires potential product line purchased question requires result areas retailer revenue contribution risk Sears Roebuck selling specific Static x steel structure success supplier synthetic diamond technical tomorrow transactions Unilever United unjustified specialty volume World War II yesterday’s