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Book Description

Classic Advice for Today's Management Challenges

Peter F. Drucker's timeless thinking on management--distilled in this series of concise essays--examines the basic questions and issues that managers face. In rapidly changing times, Drucker's legendary wisdom is even more vitally relevant, going beyond traditional thinking to insights of enduring value.

The ideas and themes of this easy-to-read guide are based on direct experience and knowledge from Drucker's years as adviser to large corporations, entrepreneurial start-ups, government and nonprofit agencies, and public institutions. They are eminently practical and resonate profoundly with the challenges managers face today. Drucker offers insight and advice on perennial management issues such as:

  • people decisions
  • resource allocation
  • productivity challenges
  • innovation and risk management
  • and other essential management topics

Filled with classic, evergreen advice--"There is only one valid definition of business purpose: to create a customer"--Peter F. Drucker on Management Essentials is widely regarded as the "gold standard" for managers.

Notable Quotes from Peter F. Drucker:

  • "Management is doing things right; leadership is doing the right things."
  • "The best way to predict the future is to create it."
  • "Time is the scarcest resource, and unless it is managed nothing else can be managed."
  • "There is nothing so useless as doing efficiently that which should not be done at all."
  • "Whenever you see a successful business, someone once made a courageous decision."
  • "Knowledge has to be improved, challenged, and increased constantly, or it vanishes."
  • "The entrepreneur always searches for change, responds to it, and exploits it as an opportunity."

Table of Contents

  1. Cover
  2. Title Page
  3. Copyright
  4. Contents
  5. Publisher’s Note
  6. Acknowledgments
  7. Part I What Is Management?
    1. ONE Why Managers?
    2. TWO Management: Its Roots and Its Emergence
    3. THREE Management: A Look Backward and a Look Forward
    4. FOUR The Dimensions of Management
    5. FIVE The Challenges of Management
  8. Part II What Is a Manager?
    1. SIX Managers and Their Work
    2. SEVEN Management by Objectives and Self-Control
    3. EIGHT From Middle Management to Knowledge Organization
    4. NINE Staffing for Excellence
  9. Part III What Is a Business?
    1. TEN What Is a Business?
    2. ELEVEN Business Realities
    3. TWELVE The Power and Purpose of Objectives
    4. THIRTEEN The Delusion of Profits
    5. FOURTEEN Managing Capital Productivity
    6. FIFTEEN Managing the Public Service Institution
  10. Part IV Organizing and Managing for Performance
    1. SIXTEEN The Innovative Organization
    2. SEVENTEEN The Building Blocks of Organizations …
    3. EIGHTEEN … And How They Join Together
  11. Part V How Can Managers Use the Strengths of People?
    1. NINETEEN Is Personnel Management Bankrupt?
    2. TWENTY What We Know About Work, Working, and Worker
    3. TWENTY-ONE Worker and Working: Theories and Reality
    4. TWENTY-TWO How to Be an Employee
  12. Part VI Management in Society and Culture
    1. TWENTY-THREE Management and the Quality of Life
    2. TWENTY-FOUR Social Impacts and Social Problems
    3. TWENTY-FIVE The Limits of Social Responsibility
    4. TWENTY-SIX The Ethics of Responsibility
  13. Definitions of Key Terms
  14. Index
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