Management: Mission, Responsibility, Practice (Practice Section)

Author: (American) Peter Drucker
Publisher:
Publish Date: 2005-06-01
Features: "Reading Drucker's books is a pleasure and often brings a sudden breakthrough in understanding." — Zhang Ruimin, Chairman of Haier Group "All managers in the world should thank this person, as he devoted his entire life to clarifying the roles of people and organizations in our society. I believe Peter Drucker has been more effective than anyone else in achieving this." — Jack Welch, former CEO of General Electric "Among all management books, Drucker's works have had the deepest impact on me." — Bill Gates, Chairman of Microsoft "Drucker is a hero in my heart. His writings and thoughts are very clear and stand out among the crowd of people who are." — Andy Grove, Chairman of Intel "This book is a milestone of epoch-making significance in the study of management. The content it covers is crucial for all managers, regardless of the functional field they work in or the size of the organization they serve." — Choice magazine Derived from management practice, its effectiveness has been proven and affirmed, and it is the core of management practice. Tested by management professionals, it is both profound in meaning and easy to understand and grasp. This book systematically explores and reveals issues such as corporate mission, corporate responsibility, employee responsibility, employee assets, knowledge workers, management by objectives, management decentralization, organizational design, scale, multinational companies, growth, and innovative new organizations, centered around operational performance, the performance of service institutions, effective work and achieving results, social impact and social responsibility, the work of managers, management skills and organizational management, the tasks and organization of top managers, strategy and structure, etc. The actions and decisions of middle managers have a direct and significant impact on the performance and development direction of the enterprise. The work of managers must include: setting goals, organizing arrangements, motivation and communication, performance evaluation, and talent development (including themselves). The purpose of an organization is to enable a group of ordinary people to achieve extraordinary things, so the organization must focus on people's strengths. To enhance the productivity and innovation of knowledge workers, the only strategy is structural reform.