Management Mission Responsibility Practice -- Responsibility Chapter

Author: Peter Drucker [USA]
Publisher:
Publish Date: 2006-06-14
Features: "Reading Drucker's books is a pleasure and often brings a moment of enlightenment." — Zhang Ruimin, Chairman of Haier Group "All managers in the world should thank this person for dedicating his entire life to clarifying the roles of people and organizations in our society. I believe Peter Drucker has done this more effectively than anyone else." — 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 crazy about 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 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, focusing on operational performance, the performance of service institutions, 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 management, strategy and structure, etc. It provides macro-level thinking and an outward-looking insight into the mission and tasks of top management, and systematically summarizes and organizes them. It explores the functions, structure, and tasks of top management, and 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.