โ Scribed by Drucker, Peter F
No coin nor oath required. For personal study only.
Managing for Results demonstrates Drucker's particular genius for breaking through conventional outlooks and opening up new perspectives for ultimate profits in the world of business. What must be done to make the organization perform, prosper and grow - what the executive, the maker of decisions, must do to move the enterprise forward - is the subject of this book. It will be of great value to students of management as well as executives in industry and commerce, and it deals skilfully and perceptively with economic tasks which every business has to tackle in order to achieve sound performance and economic results.
Front Cover......Page 1
Managing for Results: Economic Tasks and Risk-Taking Decisions......Page 4
Copyright Page......Page 5
Table of Contents......Page 6
Acknowledgement......Page 8
Introduction: The Task......Page 10
PART I: UNDERSTANDING THE BUSINESS......Page 14
Chapter 1. Business Realities......Page 16
Chapter 2. The Result Areas......Page 27
DEFINING THE PRODUCT......Page 29
THE THREE DIMENSIONS OF BUSINESS RESULTS......Page 32
Chapter 3. Revenues, Resources and Prospects......Page 37
BUT WHAT IS A TRANSACTION?......Page 43
WHAT MAKES FOR LEADERSHIP?......Page 49
WHERE THE RESOURCES ARE......Page 57
Chapter 4. How Are We Doing?......Page 61
THE PROBLEM CHILDREN......Page 65
DIAGNOSING THE CHANGING PRODUCT......Page 73
INCREMENTAL ANALYSIS......Page 74
Chapter 5. Cost Centres and Cost Structure......Page 77
TYPICAL COST CENTRES......Page 81
THE COST POINTS......Page 87
THE COST CATEGORIES......Page 91
THE HIGH COST OF NOT-DOING......Page 95
Chapter 6. The Customer Is the Business......Page 98
MARKET REALITIES......Page 100
HOW TO SEE THE UNEXPECTED......Page 107
UNDERSTANDING THE CUSTOMER......Page 113
Chapter 7. Knowledge Is the Business......Page 117
WHAT CAN WE DO WELL?......Page 120
KNOWLEDGE REALITIES......Page 122
HOW GOOD Is OUR KNOWLEDGE?......Page 124
Chapter 8. This Is Our Business......Page 127
WHAT IS LACKING?......Page 131
PART II: FOCUS ON OPPORTUNITY......Page 134
Chapter 9. Building on Strength......Page 136
THE RISE OF GENERAL MOTORS......Page 137
THE FIRST INNOVATORS......Page 139
HOW THE ROTHSCHILDS GREW......Page 142
TARGETS AND TIME......Page 145
FROM YESTERDAY TO TODAY......Page 147
THE FORWARD PROJECTION......Page 150
STAFFING FOR PERFORMANCE......Page 152
VULNERABILITY AS AN OPPORTUNITY......Page 154
TURNING WEAKNESSES INTO STRENGTHS......Page 162
THE BUSINESS OF THE WRONG SIZE......Page 166
'WHAT ARE WE AFRAID OF?'......Page 170
Chapter 11. Making the Future Today......Page 175
THE FUTURE THAT HAS ALREADY HAPPENED......Page 176
THE POWER OF AN IDEA......Page 186
PART III: A PROGRAMME FOR PERFORMANCE......Page 194
THE IDEA OF THE BUSINESS......Page 196
WHAT IS OUR EXCELLENCE?......Page 200
THE PRIORITIES......Page 201
RIGHT OPPORTUNITIES AND RIGHT RISKS......Page 203
SPECIALIZATION, DIVERSIFICATION, INTEGRATION......Page 208
BUILD OR BUY......Page 211
STRUCTURE AND STRATEGY......Page 215
THE WORK PLAN......Page 217
BUSINESS PRACTICES......Page 218
PEOPLE, THEIR JOBS AND THEIR SPIRIT......Page 220
Conclusion: The Commitment......Page 224
Bibliography......Page 227
Index......Page 230
Business;Management;Leadership;Nonfiction;Unfinished
๐ SIMILAR VOLUMES
The 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, The Practice of Management. The earlier book was chiefly concerned with how ma
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