Management

Tasks, Responsibilities, Practices

by Peter Drucker

Number of pages: 864

Publisher: Harper Business

BBB Library: Business Classics, Operations Management

ISBN: 978-0887306150



About the Author

Peter Ferdinand Drucker was a management consultant, educator, and author, whose writings contributed to the philosophical and practical foundations of the modern business corporation.

Read More...

Editorial Review

Written by Peter F. Drucker, “the” best management guru, writer, speaker, and consultant to ever live, it lays all the basics of what management is, how it should be carried out, and in which direction should it be heading. This reference book is an excellent source for any aspiring manager, whether he is just a beginner or a C-level executive, for it provides many gems that lead corporations to excellence and success.

Book Reviews

“Management, Drucker suggests, is essentially about performance. His landmark book enables managers to effectively run their business and prepares them for the challenges ahead. Author’s large experience and continuous work with managers as a consultant has given the book a high level of credibility” .– Dashboard Stream

“Management is an organized body of knowledge. "This book," in Peter Drucker'swords, "tries to equip the manager with the understanding, the thinking, the knowledge and the skills for today'sand also tomorrow's jobs." - Harper Collins

Books on Related Topics

Wisdom to Share

Responsibility is the heart of management, and not anything else. It’s not a position, nor is it a privilege, but it’s a continuing journey of achievement day-in and day-out.

When management evolves, the whole society and human race would evolve with it too.

The absolute truth about the future lies in one word: “different”.

Enabling change and being a game player in the area of continuous development is a good management practice.

Quality should be, practically speaking, a simple appreciation by the customer, that a certain commodity is of value and importance to him, to the extent that he would make the buying decision easily.

Imitators die quickly in the tough markets of today.

A manager should not be apologetic about profit, for without it no business would exist.

A smart manager would ask the question: “What are we doing wrong? In what way are our customers unsatisfied?”

Public institutions are like a plague for their societies, and though their sizes and powers increased significantly in the past one hundred years, their effectiveness and efficiency levels did not catch up.

Work is impersonal, objective and impartial, for the output of work is measurable and quantifiable in the end.

To achieve more, managers need to excel at people skills when dealing with their workers. Workers should be seen as a contributing resource to the corporation, rather than being negatively viewed as a problem, enemy or an annoyance.

Books by the same Author

The manual worker had only economic goals and was content with economic rewards. The knowledge worker demands economic rewards too. But their presence is not enough. They need opportunity, they need achievement, and they need fulfillment. Only by being an effective executive can the knowledge worker obtain these satisfactions. Only executive
The Effective Executive

The manual worker had only economic goals and was content with economic rewards. The knowledge worker demands economic rewards too. But their presence is not enough. They need opportunity, they need achievement, and they need fulfillment. Only by being an effective executive can the knowledge worker obtain these satisfactions. Only executive

Containing twenty-six selections, The Essential Drucker covers the basic principles and concerns of management and its problems, challenges, and opportunities, giving managers, executives, and professionals the tools to perform the tasks that the economy and society of tomorrow will demand of them.
The Essential Drucker

Containing twenty-six selections, The Essential Drucker covers the basic principles and concerns of management and its problems, challenges, and opportunities, giving managers, executives, and professionals the tools to perform the tasks that the economy and society of tomorrow will demand of them.

We know that the ability of government to perform social tasks is very limited indeed. But we also know that the non-profit discharge is a much bigger job than taking care of specific needs. We have come to realize that all non-profit institutions, whatever their specific concern, have something in common.
Managing the Non-Profit organization

We know that the ability of government to perform social tasks is very limited indeed. But we also know that the non-profit discharge is a much bigger job than taking care of specific needs. We have come to realize that all non-profit institutions, whatever their specific concern, have something in common.