By Peter F. Drucker
Management is an prepared physique of data. "This book," in Peter Drucker'swords, "tries to equip the chief with the certainty, the considering, the data and the talents for today'sand additionally tomorrow's jobs." This administration vintage has been constructed and confirmed in the course of greater than thirty years of training administration in universities, in government courses and seminars and during the author's shut paintings with managers as a specialist for big and small companies, executive companies, hospitals and colleges. Drucker discusses the instruments and strategies of profitable administration perform which have been confirmed powerful, and he makes them significant and simply accessible.
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Additional resources for Management: Tasks, Responsibilities, Practices
Despite Marks & Spencer’s success—in less than fifteen years, from 1920 to 1935, the firm became Europe’s largest, fastest-growing, and most profitable retailer—few followed it until well after World War II. Since then the marketing revolution has swept Europe—leading practitioners are such companies as Philips in Holland, Unilever, and Fiat. In Japan, similarly, few imitated Mitsui. The marketing revolution in Japan perhaps did not start until Sony, a brash newcomer, began to market in the 1950s, first in Japan, then worldwide.
The more of these other satisfactions we want, and the more highly we value them, the more we depend on economic performance of business enterprise. Business management must always, in every decision and action, put economic performance first. It can justify its existence and its authority only by the economic results it produces. A business management has failed if it fails to produce economic results. It has failed if it does not supply goods and services desired by the consumer at a price the consumer is willing to pay.
Even the most successful business works at a low coefficient of performance as measured against its potential—the economic results that could be obtained were efforts and resources marshaled to produce the maximum yield they are inherently capable of. This task is not innovation; it actually takes the business as it is today and asks, What is its theoretical optimum? What inhibits attainment thereof? Where (in other words) are the limiting and restraining factors that hold back the business and deprive it of the full return on its resources and efforts?
Management: Tasks, Responsibilities, Practices by Peter F. Drucker