The Practice of Management, 2^nd Ed.

Peter F. Drucker

Publisher: Butterworth-Heinemann, 1955 , 355 pages

ISBN: 978-0-7506-8504-7

Synopsis:

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The Classic Drucker Collection

In a competitive economy, above all, the quality and performance of the managers determine the success of a business, indeed they determine its survival. For the quality and performance of its managers is the only effective advantage an enterprise in a competitive economy can have.

Table of Contents:

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• Introduction: The Nature of Management
  
1. The Role of Management
2. The Jobs of Management
3. The Challenge to Management
• Part I: Managing a Business
4. The Sears Story
5. What is a Business?
6. What is Our Business — and What Should It Be?
7. The Objectives of a Business
8. Today's Decisions for Tomorrow's Results
9. The Principles of Production
• Part II: Managing Managers
10. The Ford Story
11. Management by Objectives and Self-control
12. Managers Must Manage
13. The Spirit of an Organization
14. Chief Executive and Board
15. Developing Managers
• Part III: The Structure of Management
16. What Kind of Structure?
17. Building the Structure
18. The Small, the Large, the Growing Business
• Part IV: The Management of Worker and Work
19. The IBM Story
20. Employing the Whole Man
21. Is Personnel Management Bankrupt?
22. Human Organization for Peak Performance
23. Motivating to Peak Performance
24. The Economic Dimension
25. The Supervisor
26. The Professional Employee
• Part V: What It Means to Be a Manager
27. The Manager and His Work
28. Making Decisions
29. The Manager of Tomorrow
• Conclusion: The Responsibilities of Management
• The Responsibilities of Management