Descripciones mejoradas de Syndetics:

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. Management is work, and as such it has its own skills, its own tools, its own techniques. For management is the organ, the life-giving, acting, dynamic organ of the institution it manages. Without the institution, e.g., the business enterprise, there would be no management. But without management there would also be only a mob rather than an institution. The institution, in turn, is itself an organ of society and exists only to contribute a needed result to society, the economy, and the individual. What every manager needs to know; has been included in Drucker's book. What not every manager needs to know; however important or interesting, has been excluded, or at least given only cursory treatment. A good deal of space has been devoted to top management and to the relationships between structure and strategy-topics that are not commonly considered in books on management. While management is a discipline-that is, an organized body of knowledge and as such applicable everywhere-it is also a "culture." It is not value-free science, Management is a social function and embedded in a culture-a society-a tradition of values, customs, and beliefs, and in governmental and political systems. Management is-and should be-culture conditioned; but, in turn, management and managers shape culture and society. Book jacket.

Tabla de contenidos provista por Syndetics

• Preface: The Alternative to Tyranny(p. x)
• Introduction: From Management Boom to Management Performance(p. 1)
• 1 The Emergence of Management(p. 3)
• 2 The Management Boom and Its Lessons(p. 11)
• 3 The New Challenges(p. 27)
• Part 1 The Tasks(p. 37)
• 4 The Dimensions of Management(p. 39)
• Business Performance(p. 49)
• 5 Managing a Business: The Sears Story(p. 50)
• 6 What Is a Business?(p. 58)
• 7 Business Purpose and Business Mission(p. 74)
• 8 The Power and Purpose of Objectives: The Marks & Spencer Story and Its Lessons(p. 95)
• 9 Strategies, Objectives, Priorities, and Work Assignments(p. 103)
• 10 Strategic Planning: The Entrepreneurial Skill(p. 121)
• Performance in the Service Institution(p. 130)
• 11 The Multi-Institutional Society(p. 131)
• 12 Why Service Institutions Do Not Perform(p. 137)
• 13 The Exceptions and Their Lessons(p. 148)
• 14 Managing Service Institutions for Performance(p. 158)
• Productive Work and Achieving Worker(p. 167)
• 15 The New Realities(p. 168)
• 16 What We Know (and Don't Know) About Work, Working, and Worker(p. 180)
• 17 Making Work Productive: Work and Process(p. 198)
• 18 Making Work Productive: Controls and Tools(p. 217)
• 19 Worker and Working: Theories and Reality(p. 231)
• 20 Success Stories: Japan, Zeiss, IBM(p. 246)
• 21 The Responsible Worker(p. 266)
• 22 Employment, Incomes, and Benefits(p. 285)
• 23 "People Are Our Greatest Asset"(p. 300)
• Social Impacts and Social Responsibilities(p. 312)
• 24 Management and the Quality of Life(p. 313)
• 25 Social Impacts and Social Problems(p. 326)
• 26 The Limits of Social Responsibility(p. 343)
• 27 Business and Government(p. 352)
• 28 Primum Non Nocere: The Ethics of Responsibility(p. 366)
• Part 2 The Manager: Work, Jobs, Skills, and Organization(p. 377)
• 29 Why Managers?(p. 379)
• The Manager's Work and Jobs(p. 389)
• 30 What Makes a Manager?(p. 390)
• 31 The Manager and His Work(p. 398)
• 32 Design and Content of Managerial Jobs(p. 403)
• 33 Developing Management and Managers(p. 419)
• 34 Management by Objectives and Self-Control(p. 430)
• 35 From Middle Management to Knowledge Organization(p. 443)
• 36 The Spirit of Performance(p. 455)
• Managerial Skills(p. 464)
• 37 The Effective Decision(p. 465)
• 38 Managerial Communications(p. 481)
• 39 Controls, Control, and Management(p. 494)
• 40 The Manager and the Management Sciences(p. 506)
• Managerial Organization(p. 517)
• 41 New Needs and New Approaches(p. 518)
• 42 The Building Blocks of Organization...(p. 529)
• 43 ...And How They Join Together(p. 542)
• 44 Design Logics and Design Specifications(p. 551)
• 45 Work- and Task-Focused Design: Functional Structure and Team(p. 558)
• 46 Result-Focused Design: Federal and Simulated Decentralization(p. 572)
• 47 Relations-Focused Design: The Systems Structure(p. 592)
• 48 Organization Conclusions(p. 599)
• Part 3 Top Management: Tasks, Organization, Strategies(p. 603)
• 49 Georg Siemens and the Deutsche Bank(p. 605)
• Top-Management Tasks and Organization(p. 610)
• 50 Top-Management Tasks(p. 611)
• 51 Top-Management Structure(p. 618)
• 52 Needed: An Effective Board(p. 627)
• Strategies and Structures(p. 637)
• 53 On Being the Right Size(p. 638)
• 54 Managing the Small, the Fair-Sized, the Big Business(p. 644)
• 55 On Being the Wrong Size(p. 664)
• 56 The Pressures for Diversity(p. 679)
• 57 Building Unity Out of Diversity(p. 694)
• 58 Managing Diversity(p. 711)
• 59 The Multinational Corporation(p. 728)
• 60 Managing Growth(p. 765)
• 61 The Innovative Organization(p. 782)
• Conclusion: The Legitimacy of Management(p. 805)
• Bibliography(p. 813)
• Index(p. 819)

Extracto provisto por Syndetics

Management Chapter One The Emergence of Management During the last fifty years, society in every developed country has become a society of institutions. Every major social task, whether economic performance or health care, education or the protection of the environment, the pursuit of new knowledge or defense, is today being entrusted to big organizations, designed for perpetuity and managed by their own managements. On the performance of these institutions, the performance of modern society--if not the survival of each individual--increasingly depends. Only seventy-five years ago such a society would have been inconceivable. In the society of 1900 the family still served in every single country as the agent of, and organ for, most social tasks. Institutions were few and small. The society of 1900, even in the most highly institutionalized country (e.g., Imperial Germany), still resembled the Kansas prairie. There was one eminence, the central government. It loomed very large on the horizon--not because it was large but because there was nothing else around it. The rest of society was diffused in countless molecules: small workshops, small schools, the individual professional-whether doctor or lawyer-practicing by himself, the farmer, the craftsman, the neighborhood retail store, and so on. There were the beginnings of big business--but only the beginnings. And what was then considered a giant business would strike us today as very small indeed. The octopus which so frightened the grandparents of today's Americans, Rockefeller's giant Standard Oil Trust, was split into fourteen parts by the U.S. Supreme Court in 1911. Thirty years later, on the eve of America's entry into World War II, every single one of these fourteen Standard Oil daughters had become at least four times as large as the octopus when the Supreme Court divided it--in employment, in capital, in sales, and in every other aspect. Yet, among these fourteen there were only three major oil companies--Jersey Standard, Mobil, and Standard of California. The other eleven were small to fair-sized, playing little or no role in the world economy and only a limited role in the U.S. economy. While business has grown in these seventy years, other institutions have grown much faster. There was no university in the world before 1914 that had much more than 6,000 students--and only a handful that had more than 5,000. Today the university of 6,000 students is a pygmy; there are even some who doubt that it is viable. The hospital, similarly, has grown from a marginal institution to which the poor went to die into the center of health care and a giant in its own right--and also into one of the most complex social institutions around. Labor unions, research institutes, and many others have similarly grown to giant size and complexity. In the early 1900s the citizens of Zurich built themselves a splendid City Hall, which they confidently believed would serve the needs of the city for all time to come. Indeed, it was bitterly attacked by conservatives as gross extravagance, if not as megalomania. Government in Switzerland has grown far less than in any other country in the world. Yet the Zurich City Hall long ago ceased to be adequate to house all the offices of the city administration. By now, these offices occupy ten times or more the space that seventy--five years ago seemed so splendid-if not extravagant. The Employee Society The citizen of today in every developed country is typically an employee. He works for one of the institutions. He looks to them for his livelihood. He looks to them for his opportunities. He looks to them for access to status and function in society, as well as for personal fulfillment and achievement. The citizen of 1900 if employed worked for a small family-type operation; the small pop-and-mom store employing a helper or two; the family household; and so on. And of course, the great majority of people in those days, except in the most highly industrialized countries--such as Britain or Belgium--worked on the farm. Our society has become an employee society. In the early 1900s people asked, "What do you do?" Today they tend to ask, "Whom do you work for?" We have neither political nor social theory for the society of institutions and its new pluralism. It is, indeed, incompatible with the political and social theories which still dominate our view of society and our approach to political and social issues. We still use as political and social model what the great thinkers of the late sixteenth and seventeenth centuries, Bodin, Locke, Hume, and Harrington, codified: the society which knows no power centers and no autonomous institution, save only one central government. Reality has long outgrown this model--but it is still the only one we have. A new theory to fit the new reality will be a long time coming. For new theory, to be more than idle speculation and vague dreaming, must come after the event. It codifies what we have already learned, have already achieved, have already done. But we cannot wait till we have the theory we need. We have to act. We have to use the little we know. And there is one thing we do know: management is the specific organ of the new institution, whether business enterprise or university, hospital or armed service, research lab or government agency. If institutions are to function, managements must perform. The word "management" is a singularly difficult one. It is, in the first place, specifically American and can hardly be translated into any other language, not even into British English. It denotes a function but also the people who discharge it. It denotes a social position and rank but also a discipline and field of study. But even within the American usage, management is not adequate as a term, for institutions other than business do not speak of management or managers, as a rule. Universities or government agencies have administrators, as have hospitals. Armed services have commanders. Other institutions speak of executives, and so on. Management . Copyright © by Peter Drucker. Reprinted by permission of HarperCollins Publishers, Inc. All rights reserved. Available now wherever books are sold. Excerpted from Management: Tasks, Responsibilities, Practices by Peter F. Drucker All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Notas de autor provistas por Syndetics

Peter F. Drucker has been Clarke Professor of Social Science and Management at Claremont Graduate School in California since 1971.