Practice of Management

Author: (USA) Drucker, P.F. (Author), Qi Ruolan (Translator)
Publisher:
Publish Date: 2006-01-01
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 is grounded in practical implementation. 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 master of management. The book delves into the essence of management—offering insightful and unique perspectives on the role, duties, and functions of managers, as well as the challenges they face in the future, unveiling the mysteries and practices of management. "If you only want to read one management book, choose The Practice of Management!" The book revolves around the three tasks of managing the enterprise, managing managers, and managing employees and work, forming the main axis and essence of the entire book. It enriches its content with eight key areas of results, three classic questions, and the spirit of the organization.
Part one: Drucker begins with an example of a business to highlight: 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, Drucker delves into the structure of management, the ultimate standards of evaluation, and performance. It also explains the advantages and disadvantages of five organizational structures, along with their suitability for large, medium, and small enterprises and their limitations.
Part four: Drucker advocates for a "performance-centric holistic view," emphasizing the hiring of the whole person rather than just hands, using the story of IBM to describe the practical value of innovation. This fosters a sense of achievement and satisfaction in employees, ultimately creating an organization that delivers peak performance.
Part five: Drucker describes managers and their work, decision-making, and what future managers will be, particularly emphasizing the importance and necessity of "responsibility" repeatedly.