ABSTRACT

In this classic text, 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 suggests how these problems 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.

chapter |23 pages

Introduction

Management and Managers Defined

part |90 pages

Business Performance

chapter |10 pages

The Dimensions of Management

chapter |8 pages

Managing a Business

The Sears Story

chapter |14 pages

What is a Business?

chapter |17 pages

Business Purpose and Business Mission

chapter |9 pages

The Power and Purpose of Objectives

chapter |10 pages

Strategic Planning

The Entrepreneurial Skill

part |34 pages

Performance in the Service Institution

chapter |5 pages

The Multi-Institutional Society

chapter |10 pages

Why Service Institutions Do Not Perform

chapter |9 pages

The Exceptions and Their Lessons

part |100 pages

Productive Work and Achieving Worker

chapter |10 pages

The New Realities

chapter |20 pages

Making Work Productive

Work and Process

chapter |14 pages

Making Work Productive

Controls and Tools

chapter |13 pages

Worker and Working

Theories and Reality

part |45 pages

Social Impacts and Social Responsibilities

chapter |16 pages

Social Impacts and Social Problems

chapter |7 pages

The Limits of Social Responsibility

chapter |11 pages

Business and Government

chapter |10 pages

The Ethics of Responsibility

part |67 pages

The Manager's Work and Jobs

chapter |5 pages

Why Managers?

chapter |13 pages

Design and Content of Managerial Jobs

chapter |12 pages

Developing Management and Managers

chapter |14 pages

Management by Objectives and Self-Control

chapter |11 pages

The Spirit of Performance

part |66 pages

Managerial Skills

chapter |15 pages

The Effective Decision

chapter |11 pages

Managerial Communications

chapter |12 pages

Controls, Control, and Management

chapter |14 pages

The Manager and the Budget

chapter |13 pages

The Manager and the Management Sciences

part |109 pages

Managerial Organization

chapter |26 pages

Structures and Strategies

chapter |14 pages

Work-and Task-Focused Design

chapter |20 pages

Result-and Relation-Focused Design

chapter |22 pages

The Innovative Organization

chapter |22 pages

Top Management and Board

chapter |4 pages

Organizational Conclusions