People and performance: the best of Peter Drucker on management
By: Drucker, Peter F
Material type: 
TextPublisher: Boston Harvard Business School Press 2007Description: vi, 317 p. Includes indexISBN: 9781422120651Subject(s): Personnel management | Employees management | Performance measurementDDC classification: 658.3 Summary: What is management? What is the relationship between management and the society and culture it seeks to direct? How is a business organized, and how can managers use people's strengths more effectively? These and many more questions are discussed in Peter Drucker's classic survey of management thought and practice. Spanning all the main dimensions of management, Drucker used his direct experience as an adviser to businesses, government departments, public institutions, and as a widely sought lecturer to examine evergreen topics in business thinking. "People and Performance" is the ideal volume for those who want to experience the essence of Drucker's early thinking in a series of short and cogent essays.
https://store.hbr.org/product/people-and-performance-the-best-of-peter-drucker-on-management/2065
| Item type | Current location | Item location | Collection | Call number | Copy number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|---|---|
| Books | Vikram Sarabhai Library General Stacks | Slot 1916 (2 Floor, East Wing) | Non-fiction | 658.3 D7P3-1 (Browse shelf) | 1 | Available | 163660 | |
| Books | Vikram Sarabhai Library General Stacks | Slot 1916 (2 Floor, East Wing) | Non-fiction | 658.3 D7P3-2 (Browse shelf) | 2 | Available | 164258 |
Table of contents
Part I. What Is Management?
1. Why Managers?
2. Management: Its Roots and Its Emergence
3. Management: A Look Backward and a Look Forward
4. The Dimensions of Management
5. The Challenges of Management
Part II. What Is a Manager?
6. Managers and Their Work
7. Management by Objectives and Self-Control
8. From Middle Management to Knowledge Organization
9. Staffing for Excellence
Part III. What Is a Business?
10. What Is a Business?
11. Business Realities
12. The Power and Purpose of Objectives
13. The Delusion of Profits
14. Managing Capital Productivity
15. Managing the Public Service Institution
Part IV. Organizing and Managing for Performance
16. The Innovative Organization
17. The Building Blocks of Organizations...
18. ...And How They Join Together
Part V. How Can Managers Use the Strengths of People?
19. Is Personnel Management Bankrupt?
20. What We Know About Work, Working, and Worker
21. Worker and Working: Theories and Reality
22. How to Be an Employee
Part VI. Management in Society and Culture
23. Management and the Quality of Life
24. Social Impacts and Social Problems
25. The Limits of Social Responsibility
26. The Ethics of Responsibility
Definitions of Key Terms
What is management? What is the relationship between management and the society and culture it seeks to direct? How is a business organized, and how can managers use people's strengths more effectively? These and many more questions are discussed in Peter Drucker's classic survey of management thought and practice. Spanning all the main dimensions of management, Drucker used his direct experience as an adviser to businesses, government departments, public institutions, and as a widely sought lecturer to examine evergreen topics in business thinking. "People and Performance" is the ideal volume for those who want to experience the essence of Drucker's early thinking in a series of short and cogent essays.
https://store.hbr.org/product/people-and-performance-the-best-of-peter-drucker-on-management/2065
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