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Management : [tasks, responsibilities, practices] / Peter F. Drucker.

By: Drucker, Peter F. (Peter Ferdinand), 1909-2005.
Publisher: Oxford : Butterworth-Heinemann, 1974Description: 575 p. ; 24 cm.ISBN: 0750643897.Subject(s): ManagementDDC classification: 658
Contents:
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.
Item type Current location Call number Copy number Status Notes Date due Barcode
Main Collection Taylor's Library-TU
658 DRU (Browse shelf) 1 Available SHTEx,70002,03,GR 1000803128

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.