Management Rev Ed CD: Management Rev Ed CD


The essential book on management from the man who invented the discipline

Now completely revised and updated for the first time

Another indispensable volume from the venerable management guru.

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The essential book on management from the man who invented the discipline

Now completely revised and updated for the first time

Another indispensable volume from the venerable management guru.

Read More Show Less

Product Details

  • ISBN-13: 9780061687686
  • Publisher: HarperCollins Publishers
  • Publication date: 11/18/2008
  • Format: CD
  • Edition description: Abridged, 15 CDs/18 hours
  • Pages: 15
  • Product dimensions: 5.72 (w) x 5.12 (h) x 2.18 (d)

Meet the Author

Peter F. Drucker is considered the most influential management thinker ever. The author of more than twenty-five books, his ideas have had an enormous impact on shaping the modern corporation. Drucker passed away in 2005.

Tom Peters is a graduate of Cornell (B.C.E., M.C.E.) and Stanford (M.B.A. and Ph.D.) and holds honorary doctorates from the University of San Francisco and Rhodes College.  He is a Fellow of the International Academy of Management, The World Productivity Association and the Society for Quality and Participation.  He is also the author of In Search of Excellence (with Robert H. Waterman), Liberation Management, Pursuit of Wow, and The Circle of Innovation.  He divides his time between Silicon Valley and Vermont.

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Read an Excerpt

Chapter One

The Emergence of Management

During the last fifty years, society in every developed country has become a society of institutions. Every major social task, whether economic performance or health care, education or the protection of the environment, the pursuit of new knowledge or defense, is today being entrusted to big organizations, designed for perpetuity and managed by their own managements. On the performance of these institutions, the performance of modern society—if not the survival of each individual—increasingly depends.

Only seventy-five years ago such a society would have been inconceivable. In the society of 1900 the family still served in every single country as the agent of, and organ for, most social tasks. Institutions were few and small. The society of 1900, even in the most highly institutionalized country (e.g., Imperial Germany), still resembled the Kansas prairie. There was one eminence, the central government. It loomed very large on the horizon—not because it was large but because there was nothing else around it. The rest of society was diffused in countless molecules: small workshops, small schools, the individual professional-whether doctor or lawyer-practicing by himself, the farmer, the craftsman, the neighborhood retail store, and so on. There were the beginnings of big business—but only the beginnings. And what was then considered a giant business would strike us today as very small indeed.

The octopus which so frightened the grandparents of today's Americans, Rockefeller's giant Standard Oil Trust, was split into fourteen parts by the U.S. Supreme Court in 1911. Thirtyyears later, on the eve of America's entry into World War II, every single one of these fourteen Standard Oil daughters had become at least four times as large as the octopus when the Supreme Court divided it—in employment, in capital, in sales, and in every other aspect. Yet, among these fourteen there were only three major oil companies—Jersey Standard, Mobil, and Standard of California. The other eleven were small to fair-sized, playing little or no role in the world economy and only a limited role in the U.S. economy.

While business has grown in these seventy years, other institutions have grown much faster. There was no university in the world before 1914 that had much more than 6,000 students—and only a handful that had more than 5,000. Today the university of 6,000 students is a pygmy; there are even some who doubt that it is viable. The hospital, similarly, has grown from a marginal institution to which the poor went to die into the center of health care and a giant in its own right—and also into one of the most complex social institutions around. Labor unions, research institutes, and many others have similarly grown to giant size and complexity.

In the early 1900s the citizens of Zurich built themselves a splendid City Hall, which they confidently believed would serve the needs of the city for all time to come. Indeed, it was bitterly attacked by conservatives as gross extravagance, if not as megalomania. Government in Switzerland has grown far less than in any other country in the world. Yet the Zurich City Hall long ago ceased to be adequate to house all the offices of the city administration. By now, these offices occupy ten times or more the space that seventy—five years ago seemed so splendid-if not extravagant.

The Employee Society

The citizen of today in every developed country is typically an employee. He works for one of the institutions. He looks to them for his livelihood. He looks to them for his opportunities. He looks to them for access to status and function in society, as well as for personal fulfillment and achievement.

The citizen of 1900 if employed worked for a small family-type operation; the small pop-and-mom store employing a helper or two; the family household; and so on. And of course, the great majority of people in those days, except in the most highly industrialized countries—such as Britain or Belgium—worked on the farm.

Our society has become an employee society. In the early 1900s people asked, "What do you do?" Today they tend to ask, "Whom do you work for?"

We have neither political nor social theory for the society of institutions and its new pluralism. It is, indeed, incompatible with the political and social theories which still dominate our view of society and our approach to political and social issues. We still use as political and social model what the great thinkers of the late sixteenth and seventeenth centuries, Bodin, Locke, Hume, and Harrington, codified: the society which knows no power centers and no autonomous institution, save only one central government. Reality has long outgrown this model—but it is still the only one we have.

A new theory to fit the new reality will be a long time coming. For new theory, to be more than idle speculation and vague dreaming, must come after the event. It codifies what we have already learned, have already achieved, have already done. But we cannot wait till we have the theory we need. We have to act. We have to use the little we know. And there is one thing we do know: management is the specific organ of the new institution, whether business enterprise or university, hospital or armed service, research lab or government agency. If institutions are to function, managements must perform.

The word "management" is a singularly difficult one. It is, in the first place, specifically American and can hardly be translated into any other language, not even into British English. It denotes a function but also the people who discharge it. It denotes a social position and rank but also a discipline and field of study.

But even within the American usage, management is not adequate as a term, for institutions other than business do not speak of management or managers, as a rule. Universities or government agencies have administrators, as have hospitals. Armed services have commanders. Other institutions speak of executives, and so on.

Management. Copyright © by Peter F. Drucker. Reprinted by permission of HarperCollins Publishers, Inc. All rights reserved. Available now wherever books are sold.
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Table of Contents

Peter Drucker's Legacy   Jim Collins     xi
Introduction to the Revised Edition of Management: Tasks, Responsibilities, Practices     xv
Preface     xxxi
Introduction: Management and Managers Defined     1
Management as a Social Function and Liberal Art     18
The Dimensions of Management     26
Management's New Realities     35
Knowledge Is All     37
New Demographics     45
The Future of the Corporation and the Way Ahead     51
Management's New Paradigm     65
Business Performance     83
The Theory of the Business     85
The Purpose and Objectives of a Business     97
Making the Future Today     113
Strategic Planning: The Entrepreneurial Skill     122
Performance in Service Institutions     129
Managing Service Institutions in the Society of Organizations     131
What Successful and Performing Nonprofits Are Teaching Business     142
The Accountable School     152
Rethinking "Reinventing Government"     160
Entrepreneurship in the Public-Service Institution     171
Productive Work and Achieving Worker     181
Making Work Productive andthe Worker Achieving     183
Managing the Work and Worker in Manual Work     191
Managing the Work and Worker in Knowledge Work     197
Social Impacts and Social Responsibilities     211
Social Impacts and Social Responsibilities     213
The New Pluralism: How to Balance the Special Purpose of the Institution with the Common Good     225
The Manager's Work and Jobs     233
Why Managers?     235
Design and Content of Managerial Jobs     239
Developing Management and Managers     250
Management by Objectives and Self-Control     258
From Middle Management to Information-Based Organizations     269
The Spirit of Performance     280
Managerial Skills     293
The Elements of Effective Decision Making     295
How to Make People Decisions     308
Managerial Communications     317
Controls, Control, and Management     321
The Manager and the Budget     330
Information Tools and Concepts     341
Innovation and Entrepreneurship     357
The Entrepreneurial Business     359
The New Venture     365
Entrepreneurial Strategies     378
Systematic Innovation Using Windows of Opportunity     398
Managerial Organization     405
Strategies and Structures     407
Work- and Task-Focused Design     427
Three Kinds of Teams     438
Result- and Relation-Focused Design     442
Alliances     456
The CEO in the New Millennium     464
The Impact of Pension Funds on Corporate Governance     470
New Demands on the Individual     479
Managing Oneself     481
Managing the Boss     498
Revitalizing Oneself-Seven Personal Experiences     505
The Educated Person     514
Conclusion: The Manager of Tomorrow     521
Author's Note     527
Bibliography     529
Drucker Annotated Bibliography     537
Index     551
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