Management : [tasks, responsibilities, practices] / Peter F. Drucker.Publisher: Oxford : Butterworth-Heinemann, 1974Description: 575 p. ; 24 cm.ISBN: 0750643897.Subject(s): ManagementDDC classification: 658
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|Main Collection||Taylor's Library-TU||658 DRU (Browse shelf)||1||Available||SHTEx,70002,03,GR||1000803128|
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|658 DRU The essential Drucker :||658 DRU Management :||658 DRU Management :||658 DRU Management :||658 DRU Management /||658 DRU 2004 The daily Drucker :||658 DRU 2006 The practice of management /|
An abridged and revised version of Management: tasks, responsibilities, practices.
Includes bibliographical references and index.
Preface: Management as profession and commitment. 1. Introduction: Management and manager defined. - Part One: Business performance: 2. The dimensions of management. 3. Managing a business: the sears story. 4. What is a business? 5. Business purpose and mission. 6. The power and purpose of objectives. 7. Strategies, objectives, priorities and work assignments. 8. Strategic planning: the entrepreneurial skill. - Part two: Performance in the service institution: 9. The multi-institutional society. 10. Why service institutions do not perform. 11. The exceptions and their lessons. 12. Managing service institutions for performance. - Part three: Productive works and achieving worker: 13. The new realities. 14. What we know (and don't know) about work, working and workers. 15. Work and process. 16. Controls and tools. 17. Worker and working: theories and reality. 18. From personnel management to the leadership of people. - Part four: Social impacts and social responsibilities. 19. Social impacts and social problems. 20 The limits of social responsibility. 21. Business and government. 22. The ethics of responsibility. - Part five: The manager's work and jobs: 23. Why managers? 24. Design and content of managerial jobs. 25. Developing management and managers. 26. Management by objectives and self-control. 27. From middle management to knowledge organization. 28. The spirit of performance. - Part six: Managerial skills: 29. The effective decision. 30. Managerial communications. 31. Controls, control and management. 32. The manager and the budget. 33. The manager and the management sciences. - Part seven: Managerial organization: 34. Structures and strategies. 35. Work- and task-focused design. 36. Result- and relations-focused design. 37. The innovative organization. 38. Top management and board. 39. Organizational conclusions.