Management ^{2nd Ed.}

In this classic book, Peter Drucker studies how modern-day managers, whether in business or public service, can perform effectively. He takes an international view, exploring management problems in Great Britain, Western Europe, Japan, and Latin America, and suggesting how they can be tackled. The interactions between manager, the institution and the social and cultural environment are penetratingly examined, and the book is enhanced by telling examples from a wide spectrum of experience.

The essence of management is performance. And it is the management and managers of our institutions — business and government, educational and multinational — that will determine our future. The purpose of this landmark study is to prepare today's and tomorrow's managers for their tasks and responsibilities and to enable them to meet the formidable challenge ahead.

• Preface: Management as Profession and Commitment
1. Introduction: Management and Manager Defined (with a Note on the History of Management)
• 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 Work 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
• Conclusion: The Manager of Tomorrow

A classical text. Read and ponder.