ABSTRACT

What 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.

part |1 pages

PART ONE WHAT IS MANAGEMENT?

chapter 1|6 pages

Why Managers?

chapter 2|9 pages

Management: Its Roots and Its Emergence

chapter 4|9 pages

The Dimensions of Management

chapter 5|8 pages

The Challenges of Management

part |1 pages

PART TWO WHAT IS A MANAGER?

chapter 6|13 pages

Managers and Their Work

chapter 7|11 pages

Management by Objectives and Self-Control

chapter 9|6 pages

Staffing for Excellence

part |1 pages

PART THREE WHAT IS A BUSINESS?

chapter 10|13 pages

What Is a Business?

chapter 11|8 pages

Business Realities

chapter 12|7 pages

Managing a Business: The Sears Story

chapter 13|7 pages

The Power and Purpose of Objectives

chapter 14|4 pages

The Delusion of Profits

chapter 15|5 pages

Managing Capital Productivity

chapter 16|12 pages

Managing the Public Service Institution

part |1 pages

PART FOUR ORGANIZING AND MANAGING FOR PERFORMANCE

chapter 17|19 pages

The Innovative Organization

chapter 18|12 pages

New Templates for Today's Organizations

chapter 19|11 pages

The Building Blocks of Organizations...

chapter 20|7 pages

...And How They Join Together

chapter 21|27 pages

The Multinational Corporation

part |1 pages

PART FIVE HOW CAN MANAGERS USE THE STRENGTHS OF PEOPLE?

chapter 22|11 pages

Is Personnel Management Bankrupt?

chapter 23|14 pages

What We Know About Work, Working, and Worker

chapter 24|13 pages

Worker and Working: Theories and Reality

chapter 25|10 pages

How to Be an Employee

chapter 26|5 pages

Managing the Knowledge Worker

chapter 27|9 pages

What the Computer Will Be Telling You

part |1 pages

PART SIX MANAGEMENT IN SOCIETY AND CULTURE

chapter 28|11 pages

Management and the Quality of Life

chapter 29|14 pages

Social Impacts and Social Problems

chapter 30|8 pages

The Limits of Social Responsibility

chapter 31|9 pages

The Ethics of Responsibility