Classic Advice for Today's Management Challenges
Peter F. Drucker's timeless thinking on management--distilled in this series of concise essays--examines the basic questions and issues that managers face. In rapidly changing times, Drucker's legendary wisdom is even more vitally relevant, going beyond traditional thinking to insights of enduring value.
The ideas and themes of this easy-to-read guide are based on direct experience and knowledge from Drucker's years as adviser to large corporations, entrepreneurial start-ups, government and nonprofit agencies, and public institutions. They are eminently practical and resonate profoundly with the challenges managers face today. Drucker offers insight and advice on perennial management issues such as:
- people decisions
- resource allocation
- productivity challenges
- innovation and risk management
- and other essential management topics
Filled with classic, evergreen advice--"There is only one valid definition of business purpose: to create a customer"--Peter F. Drucker on Management Essentials is widely regarded as the "gold standard" for managers.
Notable Quotes from Peter F. Drucker:
- "Management is doing things right; leadership is doing the right things."
- "The best way to predict the future is to create it."
- "Time is the scarcest resource, and unless it is managed nothing else can be managed."
- "There is nothing so useless as doing efficiently that which should not be done at all."
- "Whenever you see a successful business, someone once made a courageous decision."
- "Knowledge has to be improved, challenged, and increased constantly, or it vanishes."
- "The entrepreneur always searches for change, responds to it, and exploits it as an opportunity."
|Publisher:||Harvard Business Review Press|
|Product dimensions:||6.13(w) x 9.25(h) x (d)|
About the Author
Peter F. Drucker (1909–2005) is one of the best-known and most widely influential thinkers on the subject of management theory and practice, and his writings contributed to the philosophical and practical foundations of the modern corporation.
Often described as "the father of modern management theory," Drucker explored how people are organized across the business, government, and nonprofit sectors of society; he predicted many of the major business developments of the late twentieth century, including privatization and decentralization, the rise of Japan to economic world power, the critical importance of marketing, and the emergence of the information society with its implicit necessity of lifelong learning. In 1959, Drucker coined the term "knowledge worker" and in his later life considered knowledge-worker productivity to be the next frontier of management.
Peter Drucker died on November 11, 2005, in Claremont, California. He had four children and six grandchildren.
You can find more about Peter F. Drucker at cgu.edu/center/the-drucker-institute.
Table of Contents
Publisher's Note vii
Part I What Is Management?
1 Why Managers? 3
2 Management: Its Roots and Its Emergence 9
3 Management: A Look Backward and a Look Forward 19
4 The Dimensions of Management 29
5 The Challenges of Management 39
Part II What Is a Manager?
6 Managers and Their Work 49
7 Management by Objectives and Self-Control 63
8 From Middle Management to Knowledge Organization 75
9 Staffing for Excellence 85
Part III What Is a Business?
10 What Is a Business? 93
11 Business Realities 107
12 The Power and Purpose of Objectives 115
13 The Delusion of Profits 123
14 Managing Capital Productivity 127
15 Managing the Public Service Institution 133
Part IV Organizing and Managing for Performance
16 The Innovative Organization 149
17 The Building Blocks of Organizations … 169
18 … And How They Join Together 181
Part V How Can Managers Use the Strengths of People?
19 Is Personnel Management Bankrupt? 191
20 What We Know About Work, Working, and Worker 203
21 Worker and Working: Theories and Reality 219
22 HOW to Be an Employee 233
Part VI Management in Society and Culture
23 Management and the Quality of Life 247
24 Social Impacts and Social Problems 259
25 The Limits of Social Responsibility 275
26 The Ethics of Responsibility 283
Definitions of Key Terms 293