People and Performance: The Best Of Peter Drucker On Management | by Peter F. Drucker | ISBN: 9781422120651. Business Management Books. The Manager’s Resource Guide Book.
People and Performance: The Best Of Peter Drucker On Management
by Peter F. Drucker
ISBN:9781422120651
Spanning all the main dimensions of management, this book 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.
Get this PDF EBook by clicking below: |
People and Performance—The Best Of Peter Drucker On Management
Part I – What Is Management?
Chapter One – Why Managers?
Overview
The Rise, Decline and Rebirth of Ford
GM—The Countertest
The Lesson of the Ford Story
Management as a “Change of Phase”
Chapter Two – Management: Its Roots and Its Emergence
Overview
The Employee Society
Management Is Professional
From Business Society to Pluralist Society
Why Business Management Has to Be the Focus
The Roots and Early History of Management
The Emergence of Large-Scale Organization
Chapter Three – Management: A Look Backward and a Look Forward
Overview
The Seven Basic Management Themes
The New Themes
The Problem of Top Management: Beginning to Explore It
Internal Problems
Social and Political Problems
The Problem of Management’s Authority
The Exploding Management Universe
Chapter Four – The Dimensions of Management
Overview
Purpose and Mission: First Dimension
Productive Work and Worker Achievement: Second Dimension
Social Impacts and Social Responsibilities: Third Dimension
The Time Dimension
Administration and Entrepreneurship: Another Dimension
The Work of the Manager
Chapter Five – The Challenges of Management
The Need for New Knowledge in the Foundation Areas
Beyond Decentralization
From Personnel Management to the Leadership of People
The New Demands
The Entrepreneurial Manager
Multi-Institutional Management
Knowledge and Knowledge Worker
Multinational and Multicultural Management
Management and the Quality of Life
Part II – What Is a Manager?
Chapter Six – Managers and Their Work
Overview
The New Definition of a Manager
The Career Professional
Title, Function, and Pay of the Career Professional
What Is Management’s Job?
The Work of the Manager
Information: The Tool of the Manager
How a Manager Uses Time
The Manager’s Resource: People
What Makes a Manager?
Chapter Seven – Management by Objectives and Self-Control
Overview
Differences in Levels of Management
What Should the Objectives of a Manager Be?
Management by “Drives”
How Should Managers’ Objectives Be Set and by Whom?
Self-control through Measurements
The Proper Use of Reports and Procedures
A Philosophy of Management
Chapter Eight – From Middle Management to Knowledge Organization
Overview
The Needed Correction
The Danger of Overstaffing
Where the Growth Occurred
The Decision Impact of the New Middle Manager
The Knowledge Organization
The Need for Clear Decision Authority
Top Management’s Role in the Knowledge Organization
Chapter Nine – Staffing for Excellence
Overview
Effective Staffing Aims to Build on Strength, Not to Avoid Weakness
Avoiding the Trap of Staffing to Suit Personality
How to Manage the Boss
Part III – What Is a Business?
Chapter Ten – What Is a Business?
Overview
The Purpose of a Business
The Two Entrepreneurial Functions
From Selling to Marketing
The Enterprise as the Organ of Economic Growth and Development
The Productive Utilization of Wealth-Producing Resources
The Functions of Profit
Chapter Eleven – Business Realities
Three Dimensions of the Economic Task
Results and Resources Exist Outside a Business
Results from Opportunities: Resources to Opportunities
Leadership Position and Results
Efforts Within the Business and Their Cost
Chapter Twelve – The Power and Purpose of Objectives
Social Revolution as Business Mission
The Objectives
Profit: A Result, Not a Goal
The Lessons
The Basis for Work and Assignments
How to Use Objectives
Chapter Thirteen – The Delusion of Profits
Cost of Capital
Risk and Uncertainty as Genuine Cost
Cost of Future Jobs and Pensions
Three Conclusions
Chapter Fourteen – Managing Capital Productivity
The Easiest Way to Improve Profitability
Know Where the Capital Is and What It Does
Make Capital Work Harder or Smarter
Fixed Capital and Working Capital Require Different Approaches
The Phantom Fixed Capital: Time
Balance among the Three Factors of Production
Chapter Fifteen – Managing the Public Service Institution
Overview
Are Service Institutions Manageable?
Why Service Institutions Do Not Perform
Better People Are Not Needed for Better Performance
Intangible Objectives Can Yield Measurable Goals
Misdirection by Budget
Pleasing Everyone and Achieving Nothing
What Works: Set Priorities and Allocate Resources
The American University
Hospitals: An Emerging Solution
The Requirements for Success
Part IV – Organizing and Managing for Performance
Chapter Sixteen – The Innovative Organization
Overview
Innovative Examples
The Meaning of Innovation
The Dynamics of Innovation
Innovative Strategy
Measurements and Budgets
The Risk of Failure
The Innovative Attitude
Structure for Innovation
Innovation as a “Business”
Chapter Seventeen – The Building Blocks of Organizations . . .
Overview
The Key Activities
The Contributions Analysis
The “Conscience” Activities
Making Service Staffs Effective
The Two Faces of Information
Hygiene and Housekeeping
Chapter Eighteen – . . . And How They Join Together
Decision Analysis
Relations Analysis
Symptoms of Malorganization
“Organizitis” as a Chronic Affliction
Part V – How Can Managers Use the Strengths of People?
Chapter Nineteen – Is Personnel Management Bankrupt?
Overview
Personnel Administration and Human Relations
A Survey of Recent Personnel Administration
Three Misconceptions
The Insight of Human Relations—and Its Limitations
“Scientific Management”—Our Most Widely Practiced Personnel-Management Concept
Confusing Analysis with Action: A Blind Spot
Planning Divorced from Doing: The Other Blind Spot
The Blind Spots Explain Resistance to Change
Scientific Management and the New Technology
Chapter Twenty – What We Know About Work, Working, and Worker
Overview
Analysis, Synthesis, and Control
The Five Dimensions of Working
Machine Design and Human Design
Work as Curse and Blessing
Work as Social and Community Bond
The Economic Dimension
Work as Living and Work as Wage
The Power Dimension of Working
The Sixth Dimension: The Power Dimension of Economics
The Fallacy of the Dominant Dimension
Chapter Twenty-One – Worker and Working—Theories and Reality
Overview
Maslow’s Criticism
What Is the Manager’s Reality?
“Big Fear” and “Little Fears”
The Overly Potent Carrot
Can We Replace Carrot and Stick?
Chapter Twenty-Two – How to Be an Employee
Overview
The Basic Skill: Communication
What Kind of Employee?
Is “Security” for You?
Big Company or Small?
Start at the Bottom, or …?
Specialist or Generalist
The Importance of Being Fired
When to Quit
Who Gets Promoted?
Your Life off the Job
Part VI – Management in Society and Culture
Chapter Twenty-Three – Management and the Quality of Life
Overview
What Explains It?
The Disenchantment with Government
The New Leadership Groups
Three Cautionary Tales
Union Carbide and Vienna, West Virginia
Swift do Argentina and Deltec
Civil Rights and the Quaker Conscience
Managers: The Leadership Group for Social Responsibility
Chapter Twenty-Four – Social Impacts and Social Problems
Overview
Responsibility for Impacts
Identifying Impacts
The Need for Technology Monitoring
How to Deal with Impacts
When Regulation is Needed
The Trade-Offs
Social Problems as Business Opportunities
The “Degenerative Diseases” of Society
Chapter Twenty-Five – The Limits of Social Responsibility
Overview
The Limits of Competence
Limits of Authority
When to Say No
Chapter Twenty-Six – The Ethics of Responsibility
Overview
Leadership Groups but Not Leaders
Primum Non Nocere
Executive Compensation and Economic Inequality
The Danger of “Golden Fetters”
The Rhetoric of the Profit Motive
Definitions Of Key Terms
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