People and Performance

What is management? What is a manager? How is a business organized, and how can managers use people's strengths more effectively? What is the relationship between management today and the society and culture it seeks to direct? These and many more questions are discussed in Peter Drucker's classic survey of management thought and practice. People and Performance is the ideal volume for those who want the essence of Drucker's thinking, but with limited time at their disposal. It spans all the main dimensions of management and its themes are based on Drucker's direct experience as an adviser to businesses, government departments, public institutions, and as a widely sought lecturer.

What is management? - Why managers?; Management: its roots and its emergence; Management: a look backward and a look forward; The dimensions of management; The challenges of management; What is a manager? - Managers and their work; Management by objectives and self-control; From middle management to knowledge organization; Staffing for excellence; What is a business? - What is a business; Business realities; Managing a business: the Sears story; The power and purpose of objectives; The delusion of profits; Managing capital productivity; Managing the public service institution; Organizing and managing for performance - The innovative organization; The templates for today's organizations; The building blocks of organizations; ...And how they join together; The multinational corporation; How can managers use the strengths of people? - Is personnel management bankrupt?; WHat we know about work, working, and worker; Worker and Working: theories and reality; How to be an employee; Managing the knowledge worker; What the computer will be telling you; What the computer will be telling you; Management in society and culture - Management and the quality of life; Social impacts and social problems; The limits of social responsibility; The ethics of responsibility; Multinationals and developing countries: myths and realities; Definitions of key terms; Index.