Management: Tasks, Responsibilities, PracticesDrucker looks at management from a task orientated point of view. In Part I he looks at management first from the outside and studies the dimensions of the tasks and the requirements to each of them. Topics include - The task, business performance, performance in the service institution, productive work and the achieving worker, social impacts and social responsibilities. In Part II he looks at the work of the organization and the skills of management. Topics include - The manager's work and jobs, managerial skills and managerial organization. The third section deals with top management, its tasks, its structures and its strategies. Though Drucker stresses the task aspect of management he also focuses on the manager, asking, what does the manager have to know, or understand and be equal to his task. Average reading. |
Contents
INTRODUCTION | 1 |
The Management Boom and Its Lessons | 11 |
The New Challenges | 27 |
Copyright | |
57 other sections not shown
Other editions - View all
Common terms and phrases
achievement American areas autonomous bank basic become big business business enterprise capital century Chapter company's complex contribution cost create decision defined demands Deutsche Bank developed countries diversification economic effective employees engineering especially example executive expected factors of production federal decentralization function Georg Siemens growth impact important individual industry innovation investment Japan Japanese key activities knowledge organization knowledge worker labor leadership least major management boom management by objectives management scientists managerial manufacturing Marks & Spencer means measure ment Motors multinational multinational corporation objectives operating percent performance planning plant principle problem professional profit relationship requires Sears service institutions skills small business social responsibility society specific strategy successful Theory X things tion top management top-management team traditional Unilever United World World War II wrong