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Management: Tasks, Responsibilities, Practices (by Peter Drucker)

See Management, Revised Edition

• Management: Tasks, Responsibilities, Practices (by Peter Drucker)
  • Preface - The Alternative to Tyranny
  • Introduction - From Management Boom to Management Performance
    • The Emergence of Management
    • The Management Boom and Its Lessons
    • The New Challenges
  • The Tasks
    • The Dimensions of Management
    • Performance
      • Business Performance
        • Managing a Business: The Sears Story
        • What Is a Business?
        • Business Purpose and Business Mission
        • The Power and Purpose of Objectives: The Marks & Spencer Story & Its Lessons
        • Strategies, Objectives, Priorities, and Work Assignments
        • Strategic Planning: The Entrepreneurial Skill
      • Performance in the Service Institution
        • The Multi - Institutional Society
        • Why Service Institutions Do Not Perform
        • The Exceptions and Their Lessons
        • Managing Service Institutions for Performance
    • Productive Work and Achieving Worker
      • The New Realities
      • What We Know (and Don’t Know) About Work, Working, and Worker
      • Making Work Productive: Work and Process
      • Making Work Productive: Controls and Tools
      • Worker and Working: Theories and Reality
      • Success Stories: Japan, Zeiss, IBM
      • The Responsible Worker
      • Employment, Incomes, and Benefits
      • “People Are Our Greatest Asset”
    • Social Impacts and Social Responsibilities
      • Management and the Quality of Life
      • Social Impacts and Social Problems
      • The Limits of Social Responsibility
      • Business and Government
      • Primum Non Nocere: The Ethics of Responsibility
  • The Manager: Work, Jobs, Skills, and Organization
    • Why Managers?
    • The Manager’s Work and Jobs
      • What Makes a Manager?
      • The Manager and His Work
      • Design and Content of Managerial Jobs
      • Developing Management and Managers
      • Management by Objectives and Self-Control
      • From Middle Management to Knowledge Organization
      • The Spirit of Performance
    • Managerial Skills
      • The Effective Decision
      • Managerial Communications
      • Controls, Control, and Management
      • The Manager and the Management Sciences
    • Managerial Organization
      • New Needs and New Approaches
      • The Building Blocks of Organization…
      • … And How They Join Together
      • Design Logics and Design Specifications
      • Work- and Task- Focused Design: Functional Structure and Team
      • Result - Focused Design: Federal and Simulated Decentralization
      • Relations - Focused Design: The Systems Structure
      • Organization Conclusions
  • Top Management: Tasks, Organization, Strategies
    • Georg Siemens and the Deutsche Bank
    • Top - Management Tasks and Organization
      • Top - Management Tasks
      • Top - Management Structure
      • Needed: An Effective Board
    • Strategies and Structures
      • On Being the Right Size
      • Managing the Small, the Fair - Sized, the Big Business
      • On Being the Wrong Size
      • The Pressures for Diversity
      • Building Unity Out of Diversity
      • Managing Diversity
      • The Multinational Corporation
      • Managing Growth
      • The Innovative Organization
  • Conclusion: The Legitimacy of Management

“Time” related Peter Drucker books

• Managing in Turbulent Times (by Peter Drucker)
• The Changing World of The Executive (by Peter Drucker)
• Frontiers of Management (by Peter Drucker)
• Managing for the Future (by Peter Drucker)
• Managing in a Time of Great Change (by Peter Drucker)
• Management Challenges for the 21st Century (by Peter Drucker)
• Managing in the Next Society (by Peter Drucker)

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