Management in Practice (Bilingual Classic Edition)

Author: Peter Drucker (USA)
Publisher:
Publish Date: 2006-05-01
Features: Three main threads running through the entire book: Managing the enterprise; Managing managers; Managing employees and work. Drucker's three classic questions: What is our business? What will our business be? What should our business be? Management must simultaneously address three aspects. First, it must consider results and performance, which is the purpose of the enterprise's existence. Second, it must consider the organization formed by people working together within the enterprise. Third, it must consider the external society, i.e., the social responsibility of the enterprise. This book is a work that views management from a completely new perspective and is also a management book that stands on the practical execution level. It is a foundational work of modern management, a bestseller for half a century, and has influenced countless managers and management scholars worldwide. It remains a must-read classic to this day. This book firmly established Peter Drucker's status as a modern management master. The entire book delves into the essence of management—offering insightful and unique perspectives on the role, duties, and functions of managers and the challenges they face in the future, uncovering the mysteries and practices of management. "If you only want to read one management book, choose The Practice of Management!" This book takes the three tasks of "managing the enterprise, managing managers, and managing employees and work" as its main axis and essence, enriching its content with eight key areas of achievement, three classic questions, and the spirit of the organization.
Part one: Drucker first uses an example of a business to point out: What is our business? What will our business be? What should our business be? as well as the principles of corporate goals, results, and production.
Part two: Drucker uses the story of Ford Motor Company to illustrate the effectiveness of "Management by Objectives and Self-Control," while also showcasing the completeness of organizational spirit (i.e., corporate culture).
Part three: Through analysis of activities, decisions, and relationships, it delves into the structure of management, the ultimate standards of evaluation, and performance, while also explaining the advantages and disadvantages of five organizational structures and their suitability for large, medium, and small enterprises, along with their limitations.
Part four: Drucker advocates for "a holistic view centered on performance," hiring the whole person rather than just hands, using the story of IBM to describe the practical value of innovation, giving employees a sense of achievement and satisfaction, and thereby creating organizations that achieve peak performance.
Part five: Drucker describes managers and their work, decisions, and what future managers will be, particularly emphasizing the importance and necessity of "responsibility" repeatedly.