People and Performance

Description

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.;Cover; Title Page; Copyright Page; Table of Contents; PART ONE WHAT IS MANAGEMENT?; Chapter 1 Why Managers?; Chapter 2 Management: Its Roots and Its Emergence; Chapter 3 Management: A Look Backward and a Look Forward; Chapter 4 The Dimensions of Management; Chapter 5 The Challenges of Management; PART TWO WHAT IS A MANAGER?; Chapter 6 Managers and Their Work; Chapter 7 Management by Objectives and Self-Control; Chapter 8 From Middle Management to Knowledge Organization; Chapter 9 Staffing for Excellence; PART THREE WHAT IS A BUSINESS?; Chapter10 What Is a Business? Cover Title Page Copyright Page Table of Contents PART ONE WHAT IS MANAGEMENT? Chapter 1 Why Managers? Chapter 2 Management: Its Roots and Its Emergence Chapter 3 Management: A Look Backward and a Look Forward Chapter 4 The Dimensions of Management Chapter 5 The Challenges of Management PART TWO WHAT IS A MANAGER? Chapter 6 Managers and Their Work Chapter 7 Management by Objectives and Self-Control Chapter 8 From Middle Management to Knowledge Organization Chapter 9 Staffing for Excellence PART THREE WHAT IS A BUSINESS? Chapter10 What Is a Business? Chapter 11 Business RealitiesChapter 12 Managing a Business: The Sears Story Chapter 13 The Power and Purpose of Objectives Chapter 14 The Delusion of Profits Chapter 15 Managing Capital Productivity Chapter 16 Managing the Public Service Institution PART FOUR ORGANIZING AND MANAGING FOR PERFORMANCE Chapter 17 The Innovative Organization Chapter 18 New Templates for Today's Organizations Chapter 19 The Building Blocks of Organizations ... Chapter 20 ... And How They Join Together Chapter 21 The Multinational Corporation PART FIVE HOW CAN MANAGERS USE THE STRENGTHS OF PEOPLE? Chapter 22 Is Personnel Management Bankrupt?Chapter 23 What We Know About Work, Working, and Worker Chapter 24 Worker and Working: Theories and Reality Chapter 25 How to Be an Employee Chapter 26 Managing the Knowledge Worker Chapter 27 What the Computer Will Be Telling You PART SIX MANAGEMENT IN SOCIETY AND CULTURE Chapter 28 Management and the Quality of Life Chapter 29 Social Impacts and Social Problems Chapter 30 The Limits of Social Responsibility Chapter 31 The Ethics of Responsibility Chapter 32 Multinationals and Developing Countries: Myths and Realities. Definitions of Key TermsIndex.