Management : tasks, responsibilities, practices /
| Основен автор: | Drucker, Peter Ferdinand, 1909-2005. |
|---|---|
| Формат: | Книга |
| Език: | English |
| Публикувано: |
New York,
Harper & Row
[1974]
|
| Издание: | [1st ed.] |
| Предмети: |
Съдържание:
- The alternative to tyranny
- The emergence of management
- The management boom and its lessons
- The new challenges
- The dimensions of management
- Managing a business : the Sears story
- What is a business?
- Business purpose and business mission
- The power and purpose of objectives : the Marks & Spencer story and its lessons
- Strategies, objectives, priorities, and work assignments
- Strategic planning : the entrepreneurial skill
- The multi-institutional society
- Why service institutions do not perform
- The exceptions and their lessons
- Managing service institutions for performance
- The new realities
- What we know (and don't know) about work, working, and worker
- Making work productive : work and process
- Making work productive : controls and tools
- Worker and working : theories and reality
- Success stories : Japan, Zeiss, IBM
- The responsible worker
- Employment, incomes, and benefits
- "People are our greatest asset"
- Management and the quality of life
- Social impacts and social problems
- The limits of social responsibility
- Business and government
- Primum non nocere : the ethics of responsibility
- Why managers?
- What makes a manager?
- The manager and his work
- Design and content of managerial jobs
- Developing management and managers
- Management by objectives and self-control
- From middle management to knowledge organization
- The spirit of performance
- The effective decision
- Managerial communications
- Controls, control, and management
- The manager and the management sciences
- New needs and new approaches
- The building blocks of organization...
- ...And how they join together
- Design logics and design specifications
- Work- and task-focused design : functional structure and team
- Result-focused design : federal and simulated decentralization
- Relations-focused design : the systems structure
- Organization conclusions
- Georg Siemens and the Deutsche bank
- Top-management tasks
- Top-management structure
- Needed : an effective board
- On being the right size
- Managing the small, the fair-sized, the big business
- On being the wrong size
- The pressures for diversity
- Building unity out of diversity
- Managing diversity
- The multinational corporation
- Managing growth
- The innovative organization
- Conclusion : the legitimacy of management.