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People and Performance

People and Performance


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About the Book

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.

Table of Contents:
Part 1 What Is Management?Part One; Chapter 1 Why Managers?Chapter 1; Chapter 2 Management: Its Roots and Its EmergenceChapter 2; Chapter 3 Management:A Look Backward and a Look ForwardChapter 3; Chapter 4 The Dimensions ofManagpmentchapter4; Chapter 5 The Challenges of ManagementChapter 5; Part 2 What Is a Manager?Part Two; Chapter 6 Managers and Their WorkChapter 6; Chapter 7 Management by Objectives and Self-ControlChpter 7; Chapter 8 Management to Knowledge OrganizationChpter 8; Chapter 9 Staffing for ExcellenceChapter 9; Part 3 What Is a Business?Part Three; Chapter 10 What Is a Business?Chapter 10; Chapter 11 Business RealitiesChapter 11; Chapter 12 Managing Business:The Sears StoryChapter_12; Chapter 13 The Power and Purpose of Objectives Chapter 13; Chapter 14 The Delusion of ProfitsChapter 14; Chapter 15 Managing Capital ProductivityChapter 15; Chapter 16 Managing the Public Service InstitutionChapter 16; Part 4 Organizing and Managing for PerformancePart Four; Chapter 17 The Innovative OrganizationChapter 17; Chapter 18 New Templates for Today's OrganizationsChapter 18; Chapter 19 The Building Blocks of Organizations…Chapter 19; Chapter 20 …And How They Join Together Chapter 22; Chapter 21 The Multinational CorporationChapter 21; Part 5 How Can Managers Use the Strengths of People?Part Fiue; Chapter 22 Is Personnel Management Bankrupt? Chapter 22; Chapter 23 What We Know About Work,Working, and WorierChapter 23; Chapter 24 Worker and Working: Theorks and RealityChapter 24; Chapter 25 How to Be an EmployeeChapter 25; Chapter 26 Managing the Knowledge workerChapter 26; Chapter 27 What the Computer Will Be Telling YouChapter 27; Part 6 Management in Society and CulturePart Six; Chapter 28 Management and the Quality of LifeChapter 28; Chapter 29 Social Impacts and Social ProblemsChapter 29; Chapter 30 The limits of social ResponsibilityChapter 30; Chapter 31 The Ethics of Responsibility Chapter 31; Chapter 32 Multinationals and Developing Countries: Myths and Realities Chapter 32; Chapter 33 Definitions of Key Terms;

About the Author :
Peter F. Drucker

Review :
'...this is a sensible, humane work for all business studies students' The Times Educational Supplement 'His breadth of vision, his internationalism and his sober realism combine to make his analysis of the present and predictions about the future gripping.' The Economist


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Product Details
  • ISBN-13: 9781136008214
  • Publisher: Taylor & Francis Ltd
  • Publisher Imprint: Routledge
  • Language: English
  • No of Pages: 384
  • ISBN-10: 1136008217
  • Publisher Date: 13 May 2013
  • Binding: Digital (delivered electronically)
  • No of Pages: 384


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