Management: Mission. Responsibility. Practice (Responsibility Section)

Author: Peter Drucker [USA]
Publisher:
Publish Date: 2006-06-14
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 role 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 my hero in my heart. His writings and thoughts are very clear and stand out among the crowd of people who are fanatically pursuing trendy ideas." — Andy Grove, Chairman of Intel "This book is a milestone of epoch-making significance in management research. 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 business performance, the performance of service organizations, effective work and achieving success for employees, social impact and social responsibility, the work of managers, management skills and organizational management, the tasks and organization of top executives, strategy and structure, etc. It delves into aspects such as the mission of the enterprise, the responsibility of the enterprise, the responsibility of employees, employee assets, knowledge workers, management by objectives, management decentralization, organizational design, scale, multinational companies, growth and innovative new organizations. It provides macro-level thinking and an external-insider perspective on the mission and tasks of top executives, and systematically summarizes and organizes them. It explores the functions, structure, and tasks of top management, what top management should really do? The size of an organization is neither right nor wrong, as long as it is appropriate. The four tools and five principles of diversified operations.