Management : Tasks, Responsibilities, Practices

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  • Edition: Reprint
  • Format: Paperback
  • Copyright: 2010-01-04
  • Publisher: HarperCollins Publications

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Management is tasks. Management is a discipline. Peter Drucker's classic text also reminds us that management is also people. Every achievement of management is the achievement of a manager. Every failure is a failure of a manager. People manage rather than "forces" or "facts." The vision, dedication, and integrity of managers determine whether there is management or mismanagement.

Author Biography

Peter F. Drucker (1909-2005) was Clarke Professor of Social Science and Management at the Claremont Graduate School in California

Table of Contents

Preface: The Alternative to Tyrannyp. x
Introduction: From Management Boom to Management Performancep. 1
The Emergence of Managementp. 3
The Management Boom and Its Lessonsp. 11
The New Challengesp. 27
The Tasksp. 37
The Dimensions of Managementp. 39
Business Performancep. 49
Managing a Business: The Sears Storyp. 50
What Is a Business?p. 58
Business Purpose and Business Missionp. 74
The Power and Purpose of Objectives: The Marks & Spencer Story and Its Lessonsp. 95
Strategies, Objectives, Priorities, and Work Assignmentsp. 103
Strategic Planning: The Entrepreneurial Skillp. 121
Performance in the Service Institutionp. 130
The Multi-Institutional Societyp. 131
Why Service Institutions Do Not Performp. 137
The Exceptions and Their Lessonsp. 148
Managing Service Institutions for Performancep. 158
Productive Work and Achieving Workerp. 167
The New Realitiesp. 168
What We Know (and Don't Know) About Work, Working, and Workerp. 180
Making Work Productive: Work and Processp. 198
Making Work Productive: Controls and Toolsp. 217
Worker and Working: Theories and Realityp. 231
Success Stories: Japan, Zeiss, IBMp. 246
The Responsible Workerp. 266
Employment, Incomes, and Benefitsp. 285
"People Are Our Greatest Asset"p. 300
Social Impacts and Social Responsibilitiesp. 312
Management and the Quality of Lifep. 313
Social Impacts and Social Problemsp. 326
The Limits of Social Responsibilityp. 343
Business and Governmentp. 352
Primum Non Nocere: The Ethics of Responsibilityp. 366
The Manager: Work, Jobs, Skills, and Organizationp. 377
Why Managers?p. 379
The Manager's Work and Jobsp. 389
What Makes a Manager?p. 390
The Manager and His Workp. 398
Design and Content of Managerial Jobsp. 403
Developing Management and Managersp. 419
Management by Objectives and Self-Controlp. 430
From Middle Management to Knowledge Organizationp. 443
The Spirit of Performancep. 455
Managerial Skillsp. 464
The Effective Decisionp. 465
Managerial Communicationsp. 481
Controls, Control, and Managementp. 494
The Manager and the Management Sciencesp. 506
Managerial Organizationp. 517
New Needs and New Approachesp. 518
The Building Blocks of Organization...p. 529
...And How They Join Togetherp. 542
Design Logics and Design Specificationsp. 551
Work- and Task-Focused Design: Functional Structure and Teamp. 558
Result-Focused Design: Federal and Simulated Decentralizationp. 572
Relations-Focused Design: The Systems Structurep. 592
Organization Conclusionsp. 599
Top Management: Tasks, Organization, Strategiesp. 603
Georg Siemens and the Deutsche Bankp. 605
Top-Management Tasks and Organizationp. 610
Top-Management Tasksp. 611
Top-Management Structurep. 618
Needed: An Effective Boardp. 627
Strategies and Structuresp. 637
On Being the Right Sizep. 638
Managing the Small, the Fair-Sized, the Big Businessp. 644
On Being the Wrong Sizep. 664
The Pressures for Diversityp. 679
Building Unity Out of Diversityp. 694
Managing Diversityp. 711
The Multinational Corporationp. 728
Managing Growthp. 765
The Innovative Organizationp. 782
Conclusion: The Legitimacy of Managementp. 805
Bibliographyp. 813
Indexp. 819
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