Management / Peter F. Drucker.

by Drucker, Peter F. (Peter Ferdinand), 1909-2005Looking glass.

Publisher: Oxford : Butterworth-Heinemann, [1974]Description: 575 pages ; 22cm.ISBN: 0750619090.Subject(s): ManagementLooking glassNote: Abridged and revised version of: Management : tasks, responsibilities, practices - London : Heinemann ; New York : Harper & Row, 1974.;
Cover title: Management: tasks, responsibilities, practices.
Note: Bibliography: pages 552-557. - Includes index.
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Enhanced descriptions from Syndetics:

Originally published in 1974, this text explores how contemporary business managers can learn to perform more effectively. Taking an international view, the author outlines management problems across the globe and suggests how these problems can be solved.

Abridged and revised version of: Management : tasks, responsibilities, practices - London : Heinemann ; New York : Harper & Row, 1974.

Cover title: Management: tasks, responsibilities, practices.

Bibliography: pages 552-557. - Includes index.

Table of contents provided by Syndetics

  • Preface: The Alternative to Tyranny (p. x)
  • Introduction: From Management Boom to Management Performance (p. 1)
  • 1 The Emergence of Management (p. 3)
  • 2 The Management Boom and Its Lessons (p. 11)
  • 3 The New Challenges (p. 27)
  • Part 1 The Tasks (p. 37)
  • 4 The Dimensions of Management (p. 39)
  • Business Performance (p. 49)
  • 5 Managing a Business: The Sears Story (p. 50)
  • 6 What Is a Business? (p. 58)
  • 7 Business Purpose and Business Mission (p. 74)
  • 8 The Power and Purpose of Objectives: The Marks & Spencer Story and Its Lessons (p. 95)
  • 9 Strategies, Objectives, Priorities, and Work Assignments (p. 103)
  • 10 Strategic Planning: The Entrepreneurial Skill (p. 121)
  • Performance in the Service Institution (p. 130)
  • 11 The Multi-Institutional Society (p. 131)
  • 12 Why Service Institutions Do Not Perform (p. 137)
  • 13 The Exceptions and Their Lessons (p. 148)
  • 14 Managing Service Institutions for Performance (p. 158)
  • Productive Work and Achieving Worker (p. 167)
  • 15 The New Realities (p. 168)
  • 16 What We Know (and Don't Know) About Work, Working, and Worker (p. 180)
  • 17 Making Work Productive: Work and Process (p. 198)
  • 18 Making Work Productive: Controls and Tools (p. 217)
  • 19 Worker and Working: Theories and Reality (p. 231)
  • 20 Success Stories: Japan, Zeiss, IBM (p. 246)
  • 21 The Responsible Worker (p. 266)
  • 22 Employment, Incomes, and Benefits (p. 285)
  • 23 "People Are Our Greatest Asset" (p. 300)
  • Social Impacts and Social Responsibilities (p. 312)
  • 24 Management and the Quality of Life (p. 313)
  • 25 Social Impacts and Social Problems (p. 326)
  • 26 The Limits of Social Responsibility (p. 343)
  • 27 Business and Government (p. 352)
  • 28 Primum Non Nocere: The Ethics of Responsibility (p. 366)
  • Part 2 The Manager: Work, Jobs, Skills, and Organization (p. 377)
  • 29 Why Managers? (p. 379)
  • The Manager's Work and Jobs (p. 389)
  • 30 What Makes a Manager? (p. 390)
  • 31 The Manager and His Work (p. 398)
  • 32 Design and Content of Managerial Jobs (p. 403)
  • 33 Developing Management and Managers (p. 419)
  • 34 Management by Objectives and Self-Control (p. 430)
  • 35 From Middle Management to Knowledge Organization (p. 443)
  • 36 The Spirit of Performance (p. 455)
  • Managerial Skills (p. 464)
  • 37 The Effective Decision (p. 465)
  • 38 Managerial Communications (p. 481)
  • 39 Controls, Control, and Management (p. 494)
  • 40 The Manager and the Management Sciences (p. 506)
  • Managerial Organization (p. 517)
  • 41 New Needs and New Approaches (p. 518)
  • 42 The Building Blocks of Organization... (p. 529)
  • 43 ...And How They Join Together (p. 542)
  • 44 Design Logics and Design Specifications (p. 551)
  • 45 Work- and Task-Focused Design: Functional Structure and Team (p. 558)
  • 46 Result-Focused Design: Federal and Simulated Decentralization (p. 572)
  • 47 Relations-Focused Design: The Systems Structure (p. 592)
  • 48 Organization Conclusions (p. 599)
  • Part 3 Top Management: Tasks, Organization, Strategies (p. 603)
  • 49 Georg Siemens and the Deutsche Bank (p. 605)
  • Top-Management Tasks and Organization (p. 610)
  • 50 Top-Management Tasks (p. 611)
  • 51 Top-Management Structure (p. 618)
  • 52 Needed: An Effective Board (p. 627)
  • Strategies and Structures (p. 637)
  • 53 On Being the Right Size (p. 638)
  • 54 Managing the Small, the Fair-Sized, the Big Business (p. 644)
  • 55 On Being the Wrong Size (p. 664)
  • 56 The Pressures for Diversity (p. 679)
  • 57 Building Unity Out of Diversity (p. 694)
  • 58 Managing Diversity (p. 711)
  • 59 The Multinational Corporation (p. 728)
  • 60 Managing Growth (p. 765)
  • 61 The Innovative Organization (p. 782)
  • Conclusion: The Legitimacy of Management (p. 805)
  • Bibliography (p. 813)
  • Index (p. 819)

Author notes provided by Syndetics

Peter F. Drucker has been Clarke Professor of Social Science and Management at Claremont Graduate School in California since 1971.

Other editions of this work

No cover image available Management / by Drucker, Peter F. ©1974
No cover image available Management / by Drucker, Peter F. ©1974

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