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MANAGEMENT
TASKS RESPONSIBILITIES PRACTICES by Peter Drucker, the Father of Management. ( 1 ) |
| WHAT IS A BUSINESS? | THE PURPOSE OF A BUSINESS |
| THE TWO ENTREPRENEURIAL FUNCTIONS | FROM SELLING TO MARKETING |
| THE ENTERPRISE AS THE ORGAN OF ECONOMIC GROWTH AND DEVELOPMENT | THE PRODUCTIVE UTILIZATION OF WEALTH-PRODUCING RESOURCES |
| THE FUNCTIONS OF PROFIT | BUSINESS PURPOSE AND BUSINESS MISSION |
| THE FALLACY OF THE UNTERNEHMER | WHAT IS OUR BUSINESS? - NEVER OBVIOUS |
| THE NEED FOR DISSENT | Content Page 2 |
| METHOD RATHER THAN OPINIONS | WHO IS THE CUSTOMER? |
| WHAT IS VALUE TO THE CUSTOMER | WHEN TO ASK "WHAT IS OUR BUSINESS"? |
| "WHAT WILL OUR BUSINESS BE?" | THE UNSATISFIED WANTS OF THE CUSTOMER |
| WHAT SHOULD OUR BUSINESS BE? | THE NEED FOR PLANNED ABANDONMENT |
| Social Revolution as Business Mission | The Lessons |
| The Basis for Work and Assignments | Content Page (3) |
| How to use Objectives | Strategies, Objectives, Priorities & Work Assignments |
| The Concentration Decision | The Market-Standing Decision |
| Innovation Objective | Resources, Their Supply, Utilization, and Productivity |
| Productivity: The First Test of Management's Competence | The Social Dimension |
| Profit as a Need and a Limitation | The Japanese Example |
| How to Measure Profitability | Profitability as a Limitation |
| Balancing Objectives | The Role of Budgeting |
| Setting Priorities | From Objectives to Doing |
| Strrategic Planning: The Entrepreneurial Skill | What Strategic Planning is Not |
| What Strategic Planning is | Sloughing Off Yesterday |
| What New Things Do We Have to Do-When? | EVERYTHING DEGENERATES INTO WORK |
| CHAPTER 6 THE EFFECTIVE DECISION | HOW THE JAPANESE MAKE DECISIONS |
| FACTS OR OPINIONS? |
THE NEED FOR DISSENT AND ALTERNATIVES |
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THE TRAP OF "BEING RIGHT" |
IS A DECISION NECESSARY? |
| WHO HAS TO DO THE WORK? | THE RIGHT AND THE WRONG COMPROMISE |
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THE FEEDBACK |
CHAPTER 7 TOP MANAGEMENT TASKS |
| TO "OPERATE" OR NOT TO "OPERATE" | THE CHARACTERISTICS OF TOP TOP-MANAGEMENT TASKS |
| CHAPTER 8 TOP-MANAGEMENT STRUCTURE |
HOW MANY TOP MANAGEMENTS? |
| TEAMWORK IN TOP MANAGEMENT | HOW TO NOURISH THE BRAIN |
| CHAPTER 9 NEEDED: AN EFFECTIVE BOARD | Content 6 |
| WHY TOP MANAGEMENT NEEDS AN EFFECTIVE BOARD | THE THREE FUNCTIONS OF THE BOARD |
| WHAT IS NEEDED | WHO BELONGS ON A BOARD? |
| STRATEGIES AND STRUCTURES | CHAPTER 10 ONE BEING THE RIGHT SIZE |
| SIZE AND STRATEGY |
MANAGING THE SMALL, THE FAIR-SIZED, THE BIG BUSINESS |
| MANAGING THE SMALL BUSINESS | Content 7 |
| WHAT THE SMALL BUSINESS NEEDS | THE FAIR-SIZED BUSINESS |
| THE BIG BUSINESS | THE DANGER OF BECOMING INBRED |
| ON BEING THE WRONG SIZE | Content 8 |
| WHAT WORKS AND WHAT DOESN'T |
MERGER AND ACQUISITION |
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SALE AND DIVESTMENT |
CAN A COMPANY BE TOO BIG? |
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THE UNMANAGEABLE SERVICE INSTITUTION |
THE OPTIMUM POINT |
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TOO BIG FOR THE ENVIRONMENT |
THE PRESSURES FOR DIVERSITY |
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THE FALLACY OF "ASSET MANAGEMENT" |
"INVESTOR" VS. "ASSET MANAGER" |
| WHY DIVERSIFICATION? | BACKWARD AND FORWARD INTEGRATION |
| EXTERNAL PRESSURES |
RIGHT AND WRONG DIVERSIFICATION: |