In this classic text, Peter Drucker studies how modern-day managers, whether in business or public service, can perform effectively. He takes an international view, exploring management problems in Great Britain, Western Europe, Japan, and Latin
America, and suggests how these problems can be tackled.

The interactions between manager, the institution and the social and cultural environment are penetratingly examined, and the book is enhanced by telling examples from a wide spectrum of experience.

The essence of management is performance. And it is the management and managers of our institutions - business and government, educational and multinational - that will determine our future. The purpose of this landmark study is to prepare today's and tomorrow's managers for their tasks and responsibilities and to enable them to meet the formidable challenge ahead.

part |1 pages

Part One Business Performance

chapter 2|10 pages

The Dimensions of Management

chapter 3|8 pages

Managing a Business: The Sears Story

chapter 4|14 pages

What is a Business?

chapter 5|17 pages

Business Purpose and Mission

chapter 6|9 pages

The Power and Purpose of Objectives

part |1 pages

Part Two Performance in the Service Institution

chapter 9|5 pages

The Multi-Institutional Society

chapter 10|10 pages

Why Service Institutions Do Not Perform

chapter 11|9 pages

The Exceptions and Their Lessons

part |1 pages

Part Three Productive Work and Achieving Worker

chapter 13|10 pages

The New Realities

chapter 15|20 pages

Making Work Productive: Work and Process

chapter 16|14 pages

Making Work Productive: Controls and Tools

chapter 17|13 pages

Worker and Working: Theories and Reality

part |1 pages

Part Four Social Impacts and Social Responsibilities

chapter 19|16 pages

Social Impacts and Social Problems

chapter 20|7 pages

The Limits of Social Responsibility

chapter 21|11 pages

Business and Government

chapter 22|11 pages

The Ethics of Responsibility

part |1 pages

Part Five The Manager's Work and Jobs

chapter 23|5 pages

Why Managers?

chapter 24|13 pages

Design and Content of Managerial Jobs

chapter 25|12 pages

Developing Management and Managers

chapter 26|14 pages

Management by Objectives and Self-Control

chapter 28|12 pages

The Spirit of Performance

part |1 pages

Part Six Managerial Skills

chapter 29|15 pages

The Effective Decision

chapter 30|11 pages

Managerial Communications

chapter 31|12 pages

Controls, Control and Management

chapter 32|14 pages

The Manager and the Budget

chapter 33|13 pages

The Manager and the Management Sciences

part |1 pages

Part Seven Managerial Organization

chapter 34|26 pages

Structures and Strategies

chapter 35|14 pages

3S Work- and Task-Focused Design

chapter 36|20 pages

Result- and Relations-Focused Design

chapter 37|22 pages

The Innovative Organization

chapter 38|22 pages

Top Management and Board

chapter 39|4 pages

Organizational Conclusions