People and Performance: The Best of Peter Drucker on Management

by Peter F. Drucker

Overview

What is management? What is the relationship between management and the society and culture it seeks to direct? How is a business organised, and how can managers use people's strengths more effectively? These and many more questions are discussed in Peter Drucker's classic survey of management thought and practice. Spanning all the main dimensions of management, Drucker used his direct experience as an adviser to businesses, government departments, public institutions, and as a widely sought lecturer to examine evergreen topics in business thinking. People and Performance is the ideal volume for those who want to experience the essence of Drucker's early thinking in a series of short and cogent essays.

Product Details

ISBN-13:	9781422120651
Publisher:	Harvard Business Review Press
Publication date:	09/10/2007
Edition description:	Reprint
Pages:	368
Product dimensions:	6.50(w) x 9.50(h) x (d)

About the Author

Peter F. Drucker was a writer, teacher, and consultant whose twenty-nine previous books have been published in more than twenty languages. He was the founder of the Peter F. Drucker Foundation for Nonprofit Management.

Table of Contents

Acknowledgments     vii
What Is Management?
Why Managers?     3
Management: Its Roots and Its Emergence     9
Management: A Look Backward and a Look Forward     19
The Dimensions of Management     29
The Challenges of Management     39
What Is a Manager?
Managers and Their Work     49
Management by Objectives and Self-Control     63
From Middle Management to Knowledge Organization     75
Staffing for Excellence     85
What Is a Business?
What Is a Business?     93
Business Realities     107
The Power and Purpose of Objectives     115
The Delusion of Profits     123
Managing Capital Productivity     127
Managing the Public Service Institution     133
Organizing and Managing for Performance
The Innovative Organization     149
The Building Blocks of Organizations...     169
...And How They Join Together     181
How Can Managers Use the Strengths of People?
Is Personnel Management Bankrupt?     191
What We Know About Work, Working, and Worker     203
Worker and Working: Theories and Reality     219
How to Be an Employee     233
Management inSociety and Culture
Management and the Quality of Life     247
Social Impacts and Social Problems     259
The Limits of Social Responsibility     275
The Ethics of Responsibility     283
Definitions of Key Terms     293
Index     311