In this classic text, Peter Drucker studies how modern-day managers, whether in business or public service, can perform effectively. He takes an international view, exploring management problems in Great Britain, Western Europe, Japan, and LatinAmerica, and suggests how these problems can be tackled. The interactions between manager, the institution and the social and cultural environment are penetratingly examined, and the book is enhanced by telling examples from a wide spectrum of experience.The essence of management is performance. And it is the management and managers of our institutions - business and government, educational and multinational - that will determine our future. The purpose of this landmark study is to prepare today's and tomorrow's managers for their tasks and responsibilities and to enable them to meet the formidable challenge ahead.

Chapter 1 Introduction; Part 1 Business Performance; Chapter 2 The Dimensions of Management; Chapter 3 Managing a Business; Chapter 4 What is a Business?; Chapter 5 Business Purpose and Business Mission; Chapter 6 The Power and Purpose of Objectives; Chapter 7 Strategies, Objectives, Priorities and Work Assignments; Chapter 8 Strategic Planning; Part 2 Performance in the Service Institution; Chapter 9 The Multi-Institutional Society; Chapter 10 Why Service Institutions Do Not Perform; Chapter 11 The Exceptions and Their Lessons; Chapter 12 Managing Service Institutions for Performance; Part 3 Productive Work and Achieving Worker; Chapter 13 The New Realities; Chapter 14 What We Know (and Don't Know) About Work, Working and Worker; Chapter 15 Making Work Productive; Chapter 16 Making Work Productive; Chapter 17 Worker and Working; Chapter 18 From Personnel Management to the Leadership of People; Part 4 Social Impacts and Social Responsibilities; Chapter 19 Social Impacts and Social Problems; Chapter 20 The Limits of Social Responsibility; Chapter 21 Business and Government; Chapter 22 The Ethics of Responsibility; Part 5 The Manager's Work and Jobs; Chapter 23 Why Managers?; Chapter 24 Design and Content of Managerial Jobs; Chapter 25 Developing Management and Managers; Chapter 26 Management by Objectives and Self-Control; Chapter 27 From Middle Management to Knowledge Organization; Chapter 28 The Spirit of Performance; Part 6 Managerial Skills; Chapter 29 The Effective Decision; Chapter 30 Managerial Communications; Chapter 31 Controls, Control, and Management; Chapter 32 The Manager and the Budget; Chapter 33 The Manager and the Management Sciences; Part 7 Managerial Organization; Chapter 34 Structures and Strategies; Chapter 35 Work-and Task-Focused Design; Chapter 36 Result-and Relation-Focused Design; Chapter 37 The Innovative Organization; Chapter 38 Top Management and Board; Chapter 39 Organizational Conclusions;