Management 2nd Ed.

Tasks, Responsibilities, Practices

Peter F. Drucker

Publisher: Butterworth-Heinemann, 1992, 575 pages

ISBN: 0-7506-0445-X

Keywords: Management

Last modified: April 18, 2021, 12:54 a.m.

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
    1. The Dimensions of management
    2. Managing a Business: The Sears story
    3. What is a Business?
    4. Business Purpose and Mission
    5. The Power and Purpose of Objectives
    6. Strategies, Objectives, Priorities and Work Assignments
    7. Strategic planning: the entrepreneurial skill
  • Part Two: Performance in the Service Institution
    1. The Multi-Institutional Society
    2. Why Service Institutions Do Not Perform
    3. The Exceptions and Their Lessons
    4. Managing Service Institutions for Performance
  • Part Three: Productive Work and Achieving Worker
    1. The New Realities
    2. What We Know (and Don't Know) about Work, Working and Workers
    3. Work and Process
    4. Controls and Tools
    5. Worker and Working: Theories and Reality
    6. From Personnel Management to the Leadership of People
  • Part Four: Social Impacts and Social Responsibilities
    1. Social Impacts and Social Problems
    2. The Limits of Social Responsibility
    3. Business and Government
    4. The Ethics of Responsibility
  • Part Five: The Manager's Work and Jobs
    1. Why Managers?
    2. Design and Content of Managerial Jobs
    3. Developing Management and Managers
    4. Management by Objectives and Self-Control
    5. From Middle Management to Knowledge Organization
    6. The spirit of Performance
  • Part Six: Managerial Skills
    1. The Effective Decision
    2. Managerial Communications
    3. Controls, Control and Management
    4. The Manager and the Budget
    5. The Manager and the Management Sciences
  • Part Seven: Managerial Organization
    1. Structures and Strategies
    2. Work- and Task-Focused Design
    3. Result- and Relations-Focused Design
    4. The Innovative Organization
    5. Top Management and Board
    6. Organizational Conclusions
    • Conclusion: The Manager of Tomorrow



Reviewed by Roland Buresund

Very Good ******** (8 out of 10)

Last modified: Sept. 8, 2009, 1:19 a.m.

A classical text. Read and ponder.


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