ManagementIn 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. A landmark study for today's and tomorrow's managers Shows how modern-day managers can perform effectively Drucker's most comprehensive text |
Contents
Management as Profession and Commitment | 7 |
Management and Managers Defined | 11 |
Part One Business Performance | 35 |
Part Two Performance in the Service Institution | 125 |
Part Three Productive Work and Achieving Worker | 159 |
Part Four Social Impacts and Social Responsibilities | 259 |
Part Five The Managers Work and Jobs | 305 |
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Common terms and phrases
achievement agement ager agerial American analysis areas basic become budget business enterprise capital cent company's contribution cost decision defined demands economic effective efforts employees engineering example executive expected federal decentralization Ford Motor Company function ganization Gantt Chart human impact important individual industry investment Japanese job enrichment knowledge organization knowledge workers labour leadership learned major Management by objectives management development management sciences management scientists manager needs manufacturing Marks & Spencer mass production means measure ment middle management natural monopoly ness nomic objectives operations organizational performance person planning problem professional profit question relationship requires risk Sears service institutions simulated decentralization skill social responsibility society specific strategy subordinates success systematic Theory Theory X things tion top management top-management tasks traditional unique-product unit World War II