Management : Tasks, Responsibilities, Practices

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ISBN: 9780750643894 | 0750643897
Cover: Paperback
Copyright: 11/3/2004

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Management is tasks. Management is a discipline. Peter Drucker's classic text also reminds us that management is also people. Every achievement of management is the achievement of a manager. Every failure is a failure of a manager. People manage rather than "forces" or "facts." The vision, dedication, and integrity of managers determine whether there is management or mismanagement.

Preface: The Alternative to Tyranny	p. x
Introduction: From Management Boom to Management Performance	p. 1
The Emergence of Management	p. 3
The Management Boom and Its Lessons	p. 11
The New Challenges	p. 27
The Tasks	p. 37
The Dimensions of Management	p. 39
Business Performance	p. 49
Managing a Business: The Sears Story	p. 50
What Is a Business?	p. 58
Business Purpose and Business Mission	p. 74
The Power and Purpose of Objectives: The Marks & Spencer Story and Its Lessons	p. 95
Strategies, Objectives, Priorities, and Work Assignments	p. 103
Strategic Planning: The Entrepreneurial Skill	p. 121
Performance in the Service Institution	p. 130
The Multi-Institutional Society	p. 131
Why Service Institutions Do Not Perform	p. 137
The Exceptions and Their Lessons	p. 148
Managing Service Institutions for Performance	p. 158
Productive Work and Achieving Worker	p. 167
The New Realities	p. 168
What We Know (and Don't Know) About Work, Working, and Worker	p. 180
Making Work Productive: Work and Process	p. 198
Making Work Productive: Controls and Tools	p. 217
Worker and Working: Theories and Reality	p. 231
Success Stories: Japan, Zeiss, IBM	p. 246
The Responsible Worker	p. 266
Employment, Incomes, and Benefits	p. 285
"People Are Our Greatest Asset"	p. 300
Social Impacts and Social Responsibilities	p. 312
Management and the Quality of Life	p. 313
Social Impacts and Social Problems	p. 326
The Limits of Social Responsibility	p. 343
Business and Government	p. 352
Primum Non Nocere: The Ethics of Responsibility	p. 366
The Manager: Work, Jobs, Skills, and Organization	p. 377
Why Managers?	p. 379
The Manager's Work and Jobs	p. 389
What Makes a Manager?	p. 390
The Manager and His Work	p. 398
Design and Content of Managerial Jobs	p. 403
Developing Management and Managers	p. 419
Management by Objectives and Self-Control	p. 430
From Middle Management to Knowledge Organization	p. 443
The Spirit of Performance	p. 455
Managerial Skills	p. 464
The Effective Decision	p. 465
Managerial Communications	p. 481
Controls, Control, and Management	p. 494
The Manager and the Management Sciences	p. 506
Managerial Organization	p. 517
New Needs and New Approaches	p. 518
The Building Blocks of Organization...	p. 529
...And How They Join Together	p. 542
Design Logics and Design Specifications	p. 551
Work- and Task-Focused Design: Functional Structure and Team	p. 558
Result-Focused Design: Federal and Simulated Decentralization	p. 572
Relations-Focused Design: The Systems Structure	p. 592
Organization Conclusions	p. 599
Top Management: Tasks, Organization, Strategies	p. 603
Georg Siemens and the Deutsche Bank	p. 605
Top-Management Tasks and Organization	p. 610
Top-Management Tasks	p. 611
Top-Management Structure	p. 618
Needed: An Effective Board	p. 627
Strategies and Structures	p. 637
On Being the Right Size	p. 638
Managing the Small, the Fair-Sized, the Big Business	p. 644
On Being the Wrong Size	p. 664
The Pressures for Diversity	p. 679
Building Unity Out of Diversity	p. 694
Managing Diversity	p. 711
The Multinational Corporation	p. 728
Managing Growth	p. 765
The Innovative Organization	p. 782
Conclusion: The Legitimacy of Management	p. 805
Bibliography	p. 813
Index	p. 819
Table of Contents provided by Ingram. All Rights Reserved.

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Management : Tasks, Responsibilities, Practices

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