People and PerformanceWhat is management? What is a manager? How is a business organized, and how can managers use people's strengths more effectively? What is the relationship between management today and the society and culture it seeks to direct? These and many more questions are discussed in Peter Drucker's classic survey of management thought and practice. People and Performance is the ideal volume for those who want the essence of Drucker's thinking, but with limited time at their disposal. It spans all the main dimensions of management and its themes are based on Drucker's direct experience as an adviser to businesses, government departments, public institutions, and as a widely sought lecturer. |
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achievement activities American analysis areas basic become benefits boss business enterprise capital company’s conflict contribution cost create decisions defined definition demands developing countries difficult economic effective efforts employees engineering executive factors of production field financial find first fit five function Human Relations impact important individual industry innovative organization investment Japan knowledge organization knowledge workers labor leadership least major management by objectives managerial manufacturing Marks & Spencer means ment middle management multinational multinational corporation objectives one’s operations opportunities organization structure performance person personnel plant problem professional profit profitability relationship requires Scientific Management Sears selling service institutions social responsibility society specific strategy subordinates subsidiary success task Theory Theory X things tion today’s top management traditional Unilever Union Carbide United World War II