Management: Tasks, Responsibilities, Practices

✍ Scribed by Peter Ferdinand Drucker

• Publisher: Transaction Publishers
• Year: 2007
• Tongue: English
• Leaves: 552
• Category: Library

✦ Table of Contents

Title
......Page 1
Preface......Page 2
1. The Emergence of Management......Page 7
2. The Management Boom and Its Lessons......Page 13
3. The New Challenges......Page 24
4. The Dimensions of Management......Page 31
5. Managing a Business: The Sears Story......Page 38
6. What is a Business?......Page 44
7. Business Purpose and Business Mission......Page 55
8. The Power and Purpose of Objectives: The Marks & Spencer Story and Its Lesson......Page 69
9. Strategies, Objectives, Priorities, and Work Assignments......Page 75
10. Strategic Planning: The Entrepreneurial Skill......Page 88
11. The Multi-Institutional Society......Page 95
12. Why Service Institutions Do Not Perform......Page 99
13. The Exceptions and Their Lessons......Page 107
14. Managing Service Institutions for Performance......Page 114
15. The New Realities......Page 120
16. What We Know (and Don’t Know)
About Work, Working, and Worker......Page 129
17. Making Work Productive: Work and Process......Page 141
18. Making Work Productive: Controls and Tools......Page 154
19. Worker and Working: Theories and Realities......Page 164
20. Success Stories: Japan, Zeiss, IBM......Page 174
21. The Responsible Worker......Page 187
22. Employment, Incomes, and Benefits......Page 200
23. “People Are Our Greatest Asset”......Page 210
24. Management and the Quality of Life......Page 218
25. Social Impacts and Social Problems......Page 227
26. The Limits of Social Responsibility......Page 238
27. Business and Government......Page 244
28. Primum Non Nocere: The Ethics of Responsibility......Page 253
29. Why Managers?......Page 260
30. What Makes a Manager?......Page 267
31. The Manager and His Work......Page 273
32. Design and Content of Managerial Jobs......Page 277
33. Developing Management and Managers......Page 288
34. Management by Objectives and Self-Control......Page 295
35. From Middle Management to Knowledge Organization......Page 304
36. The Spirit of Performance......Page 312
37. The Effective Decision......Page 318
38. Managerial Communications......Page 329
39. Controls, Control, and Management......Page 338
40. The Manager and the Management Sciences......Page 346
41. New Needs and New Approaches......Page 354
42. The Building Blocks of Organization.........Page 362
43. ...And How They Join Together......Page 371
44. Design Logics and Design Specifications......Page 377
45. Work- and Task-Focused Design: Functional Structure and Team......Page 382
46. Result-Focused Design: Federal and Simulated Decentralization......Page 391
47. Relations-Focused Design: The Systems Structure......Page 404
48. Organization Conclusions......Page 409
49. Georg Siemens and the Deutsche Bank......Page 412
50. Top-Management Tasks......Page 415
51. Top-Management Structure......Page 420
52. Needed: An Effective Board......Page 426
53. On Being the Right Size......Page 433
54. Managing the Small, the Fair-Sized, the Big Business......Page 437
55. On Being the Wrong Size......Page 451
56. The Pressures for Diversity......Page 461
57. Building Unity Out of Diversity......Page 471
58. Managing Diversity......Page 482
59. The Multinational Corporation......Page 493
60. Managing Growth......Page 518
61. The Innovative Organization......Page 529
Conclusion: The Legitimacy of Management......Page 544
Bibliography......Page 548