People and Performance : The Best of Peter Drucker on Management |
Contents
PrenticeHall | 3 |
Its Roots and Its Emergence | 9 |
Massie and Douglas | 18 |
The Dimensions of Management | 27 |
The Challenges of Management | 36 |
PART TWO WHAT IS A MANAGER? | 45 |
Managers and Their Work | 47 |
Management by Objectives and SelfControl | 60 |
Managing Capital Productivity | 126 |
Managing the Public Service Institution | 131 |
Part FOUR | 143 |
New Templates for Todays | 164 |
The Building Blocks of Organization | 177 |
The Multinational Corporation | 194 |
17 | 221 |
What We Know About Work Working and Worker | 234 |
From Middle Management to Knowledge Organization | 71 |
Staffing for Excellence | 79 |
PART THREE WHAT IS A BUSINESS? | 85 |
What Is a Business? | 87 |
Business Realities | 100 |
The Sears Story | 108 |
The Power and Purpose of Objectives | 115 |
The Delusion of Profits | 122 |
Other editions - View all
People and Performance : The Best of Peter Drucker on Management Chaman Nahal No preview available - 1988 |
Common terms and phrases
achievement activities American analysis areas basic become boss business enterprise business management capital career professionals century common company's contribution cost create decisions demands developing countries dimension economic effective efforts employees engineering entrepreneur executive existing factors of production Ford Motor Company function goals hospital 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 measure ment middle management multinational multinational corporation objectives operating opportunities organization structure performance person personnel plant problem profit relationship requires Scientific Management Sears selling service institutions skill social responsibility society specific strategy subordinates subsidiary success task Theory Theory X things tion today's tool top management traditional Unilever United World War II