Number of pages: 864
Publisher: Harper Business
BBB Library: Business Classics, Operations Management
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.
“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
In 1983, Dr. Rosabeth Moss Kanterwrote The Change Masters, a practical book which had a major impact on the conduct of American business and management.Sheargued that American business was facing an unfavorable economic and social environment and in dire need of an American corporate Renaissance. In executive suites throughout America, The Change
The true nature of management is humanity. Unfortunately, the idea of the humanity of management is not yet widely understood. We all used to consider management as a kind of technology based on scientific observation, tended by experts and transferable to students. This idea has its roots firmly planted in the American
A half century ago, Peter Drucker put management on the map. Leadership has since pushed it off the map. We are now inundated with stories about the grand successes and even grander failures of the great leaders. But we have yet to come to grips with the simple realities of being
In The Future of Management, Gary Hamel argues that organizations need management innovation now more than ever. Why? The management paradigm of the last century—centered on control and efficiency—no longer suffices in a world where adaptability and creativity drive business success. To thrive in the future, companies must reinvent management.
Management by objectives is the process of defining specific objectives within an organization that management can convey to organization members, then decide on how to achieve each objective in sequence. According to George S. Odiorne, the system of management by objectives can be described as a process whereby the superior and
This landmark book not only influenced positively many major manufacturing companies across the globe, but it also set grounds for the first business degree offered by Harvard University back then around 1910. In the book, Taylor simply laid out the fundamentals of scientific management, followed by the principles. He confronted the
Since the first edition of this book in 1954, it was considered as the first book to give a big picture of management and a typical road map to view the modern business. It created the main principles, concepts, and facts about modern management practices. Although this book was written more than
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.
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.
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.
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.
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.