LEADER 04146oam 2200709I 450 001 9910459907403321 005 20200520144314.0 010 $a1-283-51936-4 010 $a9786613831811 010 $a1-136-35622-3 010 $a0-08-094236-9 024 7 $a10.4324/9780080942360 035 $a(CKB)2670000000069474 035 $a(EBL)631874 035 $a(OCoLC)701704021 035 $a(SSID)ssj0000592665 035 $a(PQKBManifestationID)11379785 035 $a(PQKBTitleCode)TC0000592665 035 $a(PQKBWorkID)10736310 035 $a(PQKB)11688553 035 $a(MiAaPQ)EBC631874 035 $a(PPN)228491495 035 $a(Au-PeEL)EBL631874 035 $a(CaPaEBR)ebr10589150 035 $a(CaONFJC)MIL383181 035 $a(OCoLC)900233745 035 $a(EXLCZ)992670000000069474 100 $a20180706d2007 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 14$aThe practice of management /$fPeter F. Drucker ; [foreword by Meredith Belbin] 205 $aRev. ed. 210 1$aOxford :$cElsevier,$d2007. 215 $a1 online resource (370 p.) 225 1 $aThe classic Drucker collection 300 $aFirst published in 1955. 311 $a1-138-45405-2 311 $a0-7506-8504-2 320 $aIncludes bibliographical references (p. 341-343) and index. 327 $aCover; The Practice of Management; Copyright; Contents; Foreword; Preface; Introduction: the Nature of Management; Chapter 1. the Role of Management; Chapter 2. the Jobs of Management; Chapter 3. the Challenge to Management; Part I: Managing a Business; Chapter 4. the Sears Story; Chapter 5. What Is a Business?; Chapter 6. What Is Our Business - and What Should It Be?; Chapter 7. the Objectives of a Business; Chapter 8. Today's Decisions for Tomorrow's Results; Chapter 9. the Principles of Production; Part II: Managing Managers; Chapter 10. the Ford Story 327 $aChapter 11. Management by Objectives and Self-controlChapter 12. Managers Must Manage; Chapter 13. the Spirit of an Organization; Chapter 14. Chief Executive and Board; Chapter 15. Developing Managers; Part III: the Structure of Management; Chapter 16. What Kind of Structure?; Chapter 17. Building the Structure; Chapter 18. the Small, the Large, the Growing Business; Part IV: the Management of Worker and Work; Chapter 19. the Ibm Story; Chapter 20. Employing the Whole Man; Chapter 21. Is Personnel Management Bankrupt?; Chapter 22. Human Organization for Peak Performance 327 $aChapter 23. Motivating to Peak PerformanceChapter 24. the Economic Dimension; Chapter 25. the Supervisor; Chapter 26. the Professional Employee; Part V: What It Means to Be a Manager; Chapter 27. the Manager and His Work; Chapter 28. Making Decisions; Chapter 29. the Manager of Tomorrow; Conclusion: the Responsibilities of Management; The Responsibilities of Management; Selected Bibliography; Index; A; B; C; D; E; F; G; H; I; J; K; L; M; N; O; P; R; S; T; U; V; W 330 $aThis classic volume achieves a remarkable width of appeal without sacrificing scientific accuracy or depth of analysis. It is a valuable contribution to the study of business efficiency which should be read by anyone wanting information about the developments and place of management, and it is as relevant today as when it was first written. This is a practical book, written out of many years of experience in working with managements of small, medium and large corporations. It aims to be a management guide, enabling readers to examine their own work and performan 410 0$aClassic Drucker collection. 606 $aManagement 606 $aIndustrial management$zUnited States 608 $aElectronic books. 615 0$aManagement. 615 0$aIndustrial management 676 $a658 676 $a658.4 700 $aDrucker$b Peter F$g(Peter Ferdinand),$f1909-2005.,$0125730 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910459907403321 996 $aPractice of management$912527 997 $aUNINA