V
Peter Drucker — Book Contents
*
rlaexp.com sitemap
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The End of Economic Man 1939 (here)
*
Introduction to the Transaction Edition
*
Preface
*
Foreword
*
The Anti-Fascist Illusion
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The Despair of the Masses
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The Return of the Demons
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The Failure of the Christian Churches
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The Totalitarian Miracle
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Fascist Noneconomic Society
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Miracle or Mirage?
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The Future: East Against West?
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Appendix
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The Future of Industrial Man 1942 (here)
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Introduction to the Transaction Edition
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The War for the Industrial Society
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What Is a Functioning Society?
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The Mercantile Society of the Nineteenth Century
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The Industrial Reality of the Twentieth Century
*
The Challenge and the Failure of Hitlerism
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Free Society and Free Government
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From Rousseau to Hitler
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The Conservative Counter Revolution of 1776
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A Conservative Approach
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Concept of the Corporation 1946 (here)
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Introduction To The Transaction Edition
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Preface To The 1983 Edition
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Preface To The Original Edition
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Capitalism In One Country
*
Capitalism in one country
*
The profit motive
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Big business
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The large corporation as autonomous
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Its function in society
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Can the two be harmonized?
*
Idealism and pragmatism, both leading to totalitarianism
>
The Corporation As Human Effort
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Organization for Production
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Experience in the war
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The problem of leadership
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Recruiting and training
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Specialists and "generalists"
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Policy and initiative
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A yardstick of efficiency
>
Decentralization
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General Motors' policies
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Line and staff
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An essay in federalism
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Central and divisional management
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Service staffs
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Bonuses
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The "Sloan meetings"
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Freedom and order
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Base pricing
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Competition in the market
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How Well Does It Work?
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The conversion to war production
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Reconversion to peacetime work
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Isolation of the top executives
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Customer relations
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Dealer relations
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Community relations
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General public relations
>
The Small Business Partner
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New-car sales and the used-car market
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The dealer's franchise
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Loans to dealers
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Decentralization as a Model?
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Decentralization for other industries
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The Fisher Body Division
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Chevrolet
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The competitive market check
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The production of leaders
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The Corporation As A Social Institution
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The American Beliefs
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Equal opportunity
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Uniqueness of the individual
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"Middleclass" society
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Are opportunities shrinking?
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Emphasis on education
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Dignity and status in industrial society
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Assembly-line "monotony"
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The failure of paternalism
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Can the unions do it?
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The Foreman: The Industrial Middle Class
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The foreman
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His opportunities
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The "forgotten man"
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The drive to unionize foremen
>
The Worker
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The worker's industrial citizenship
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Training
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The plant community
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Lessons of the war
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Flexibility of mass production
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The worker's pride and interest
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Inventiveness
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"Social gadgeteering"
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Suggestion plans
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Plant services
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The wage issue
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The strike against General Motors
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Profits, pricing, and wages
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The annual wage
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Collectivism not the answer
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Worker's participation in management
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Economic Policy In An Industrial Society
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The "Curse of Bigness"
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Society's stake in corporation policy
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Monopoly
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The old theories
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Supply and demand
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Efforts to regulate
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The "curse of bigness"
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Economics and technological necessity
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General Motors service staffs
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Policy-making and long-term interests
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Social stability
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Production for "Use" or for "Profit"?
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Risks
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Expansion
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Capital requirements
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The profit motive
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"Creative instincts"
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The lust for power
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The market theory
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Price
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Economic wants
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"Economic planning"
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Social needs
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The market as yardstick
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Individual wants
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The socialist counterargument
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Self-interest
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Is Full Employment Possible?
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Depressions
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The business cycle
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Public works programs
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The challenge to business leaders
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The calendar year strait jacket
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Cyclical taxes
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Reserves for employment funds
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Unemployment insurance
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Union wage policies
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Capital for new ventures
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Economic policy for a free-enterprise society
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The threat of total war
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Epilogue (1983)
>
The New Society — The Anatomy of Industrial Order 1950 (here)
*
Contents
*
Introduction to the Transaction Edition
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Preface to the 1962 Edition
*
Introduction: The Industrial World Revolution
>
First Part: The Industrial Enterprise
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1. The New Social Order
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2. The Enterprise in Modern Society
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3. The Anatomy of Enterprise
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4. The Law of Avoiding Loss
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5. The Law of Higher Output
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6. Profitability and Performance
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Second Part: The Problems of Industrial Order: The Economic Conflicts
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7. The Real Issue in the Wage Conflict
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8. The Worker's Resistance to Higher Output
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9. The Hostility to Profit
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Third Part: The Problems of Industrial Order: Management and Union
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10. Can Management Be a Legitimate Government?
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11. Can Unionism Survive?
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12. Union Needs and the Common Weal
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13. The Union Leader's Dilemma
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14. The Split Allegiance Within the Enterprise
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Fourth Pt: The Problems of Industrial Order: The Plant Community
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15. The Individual's Demand for Status and Function
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16. The Demand for the Managerial Attitude
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17. Men at Work
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18. Is There Really a Lack of Opportunity?
*
19. The Communications Gap
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20. Slot-Machine Man and Depression Shock
>
Fifth Part: The Problems of Industrial Order: The Management Function
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21. The Threefold Job of Management
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22. Why Managements Don't Do Their Job
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23. Where Will Tomorrow's Managers Come From?
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24. Is Bigness a Bar to Good Management?
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Sixth Part: The Principles of Industrial Order: Exit The Proletarian
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25. Labor as a Capital Resource
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26. Predictable Income and Employment
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27. The Worker's Stake in Profit
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28. The Threat of Unemployment
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Seventh Part: The Principles of Industrial Order: The Federal Organization of Management
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29. "The Proper Study of Mankind Is Organization"
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30. Decentralization and Federalism
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31. Is a Competitive Market Necessary to Management?
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Eighth Pt: The Principles of Industrial Order: The Self-Governing Plant Community
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32. Community Government and Business Management
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33. "Management Must Manage"
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34. The Worker and His Plant Government
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35. Plant Self-Government and the Union
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Ninth Part: The Principles of Industrial Order: The Labor Union as a Citizen
*
36. A Rational Wage Policy
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37. How Much Union Control Over the Citizen?
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38. When Strikes Become Unbearable
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Conclusion: A Free Industrial Society
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Epilogue to the 1962 Edition
>
The Practice of Management 1954 (here)
*
The Practice of Management Peter F. Drucker
*
Book information
*
Contents
*
Preface
>
Introduction: The Nature of Management
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The Role of Management
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The Jobs of Management
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The Challenge to Management
>
Part One: Managing a Business
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The Sears Story
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What Is a Business?
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What Is Our Business—and What Should It Be?
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The Objectives of a Business
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Today's Decisions for Tomorrow's Results
>
The Principles of Production
*
Overview
*
Introduction
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The Three Systems of Production
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Unique-Product Production
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Mass Production "Old Style" and "New Style"
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Process Production
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What Production Systems Demand of Management
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Automation-Revolution or Gradual Change?
>
Part Two: Managing Managers
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The Ford Story
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Management by Objectives and Self-Control
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Managers Must Manage
>
The Spirit of an Organization
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Practice, not Preachments
*
The Danger of Safe Mediocrity
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The Need for Appraisal
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Compensation as Reward and Incentive
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Overemphasizing Promotion
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A Rational Promotion System
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The Management Charter
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Whom Not to Appoint to Management Jobs
*
What about Leadership?
*
Chief Executive and Board
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Developing Managers
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Part Three: The Structure of Management
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What Kind of Structure?
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Building the Structure
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The Small, the Large, the Growing Business
>
Part Four: The Management of Worker and Work
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The IBM Story
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Employing the Whole Man
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Is Personnel Management Bankrupt?
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Human Organization for Peak Performance
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The Economic Dimension
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The Supervisor
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The Professional Employee
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Part Five: What It Means to Be a Manager
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The Manager and His Work
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Making Decisions
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The Manager of Tomorrow
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Conclusion: the Responsibilities of Management
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Selected Bibliography
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Index
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Landmarks of Tomorrow 1957 (here)
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This Post-Modern World
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The New World-View
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From Progress to Innovation
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1. The New Perception of Order
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2. The Power of Innovation
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3. Innovation—The New Conservatism?
>
Beyond Collectivism and Individualism
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1. The New Organization
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2. From Magnate to Manager
*
3. Beyond Collectivism and Individualism
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The New Frontiers
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The Educated Society
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1. The Educational Revolution
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2. Society's Capital Investment
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3. Education for What?
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"Up to Poverty"
*
1. The Frontier of Development
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2. Building an Industrial Society
>
Modern Government in Extremis
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1. The End of the Liberal State
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2. The New Pluralism
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The Vanishing East
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The Work to Be Done
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The Human Situation Today
>
Managing For Results 1964 (here)
>
Understanding the business
>
The business realities
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There are three different dimensions to the economic task
*
One unified strategy
*
Requires an understanding of the true realities
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The generalizations regarding results and resources
*
The generalizations regarding efforts within the business and their cost.
>
Result area identification
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Nothing succeeds like concentration on the right business.
*
The basic business analysis
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Identify & understand those areas in a business for which results can measured
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Defining the product/service
*
3 dimensions of business results
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The burden of pushing through the step-by-step process of analysis
>
Revenues, resources, prospects
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Relate result areas to the revenue contribution and share of cost burden
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Allocation of key resources to each result area.
*
Leadership position and prospects of each result area.
>
Tentative diagnosis of result areas
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Classify the result areas
*
Factors involved in diagnosing the product
*
What to do with a result area diagnosed as…
*
Analysis format
*
Anticipate a change in the character of a product
>
Cost analysis
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What matters about costs
*
Prerequisites for effective cost control p.69
*
To be able to control cost need an analysis that:
*
Tied to market analysis before action
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Format
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Conclusions:
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Market analysis
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Introduction
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The marketing realities
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These marketing realities lead to one conclusion
*
The market analysis
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Market analysis is a good deal more than ordinary market research or customer research
*
Other books
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Analytical questions
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Analysis worksheets
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Picture
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Knowledge analysis
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Knowledge
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Need a leadership position and differentiation
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Uncovering one's specific business knowledge strengths
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Need to learn to set goals and measure in terms of one's specific knowledge
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Knowledge realities
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Evaluations (diagnosis)—how good is our knowledge?
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The conclusions
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Superimpose
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Combining the various analysis
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Market analysis --> knowledge analysis: Needs for new or changed knowledge.
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Knowledge analysis --> market analysis: Missed or underrated market opportunities.
*
Reexamine tentative diagnois in light of the market and knowledge analysis
*
What is lacking (3 gaps)
>
The end result of the self-analysis
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The business's contribution
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Knowledge area excellences
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Target result areas
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Vehicles required to reach these targets
*
The leadership position required in each result area
>
Focus on opportunity
>
Building on strength
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Ideal business concept
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Maximizing opportunities
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Maximizing resources
*
What these approaches have in common
*
The three together (what they do)
*
Procedure
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Finding business potential
*
Restraints & limitations
*
Imbalances—turning weaknesses into strengths
*
Threats
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Conclusion
>
Making the future today
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The future
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The future that has already happened
*
Making the future happen (the power of an idea)
>
Performance program
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Key decisions
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Idea of the business
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The specific excellence the business needs
*
The priorities
*
The key decisions must be made systematically.
>
What ever a company's program, it must
*
Decide on the right opportunities and right risks
*
Decide on scope & structure
*
Decide between "building one's own" & "buying" to attain one's goals.
*
Decide on organization structure
>
Implementing the program
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Building economic performance into a business
*
Conclusion
>
The Effective Executive 1967 (here)
*
Preface
>
Introduction: What Makes An Effective Executive?
*
Get The Knowledge You Need
*
Write An Action Plan
>
Act
*
Take responsibility for decisions
*
Take responsibility for communicating
*
Focus on opportunities
*
Make meetings productive
*
Think And Say "We"
*
Rule: Listen first, speak last.
*
Effectiveness can be learned and must be earned
>
1. Effectiveness Can Be Learned
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Why We Need Effective Executives
*
Who Is An Executive?
*
Executive Realities
*
The Promise Of Effectiveness
*
But Can Effectiveness Be Learned?
>
2. Know Thy Time
*
The Time Demands On The Executive
*
Time-Diagnosis
*
Pruning The Time-Wasters
*
Consolidating "Discretionary Time"
>
3. What Can I Contribute?
*
The Executive's Own Commitment
*
How To Make The Specialist Effective
*
The Right Human Relations
*
The Effective Meeting
>
4. Making Strength Productive
*
Staffing From Strength
*
How Do I Manage My Boss?
*
Making Yourself Effective
>
5. First Things First
*
Sloughing Off Yesterday
*
Priorities And Posteriorities
>
6. The Elements of Decision-making
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Two Case Studies In Decision-Making
*
The Elements Of The Decision Process
>
7. Effective Decisions
*
Decision-Making And The Computer
*
Conclusion: Effectiveness Must Be Learned
*
Index
>
Age of Discontinuity 1968 (here)
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Age of discontinuity (the picture—of the social landscape—that emerges)
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Knowledge Technologies
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End of Continuity
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New industries
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Aging "modern industries"
>
Industries on the horizon
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Information (application)
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Oceans
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Materials
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Megalopolis
>
New knowledge base
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Systems-configuration perception
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Experience to knowledge
*
Knowledge—the central economic resource
*
Employ knowledge rather than manual workers
*
Summary p 41
>
New entreprenuers
*
Dynamic of technology
*
Dynamic of markets
*
Innov organization
>
New economic policies
*
Tax laws & craft unions
*
Hidden protection/open subsidy
*
Cues from growing edges of the world economy
*
New vs decay
>
From BEYOND THE NEXT ECO
*
WE are in the midst of a revolution
>
Central Policy Problems
*
Productivity
*
Capital Formation
>
2 Theoretical Approaches (which alone) during the
>
Last 10 -15 years have shown consistent predictive power
*
Rational Expectations
>
Empiracle studies which demonstrate that the key policies do not
*
Work in the international economy.
>
Keynes & the reality he exposed cannot be ignored.
*
Must transcend him
*
The threat of totalitarianism
>
World economy
>
Global Shopping Center
*
Mass consumption / common demand
*
Global Money & Credit
*
An Institution to represent the world economy
>
Making the poor productive (colored races)
>
World divided into those who know how & those who don't
*
Threat of world revolution
>
Need a theory of economic development
*
Things that won't work
>
Might work
*
Venture capital
*
Multinational corp for develop local people & business.
>
Dangers in development
*
The split old vs new.
>
Beyond the new economics
*
Inability to manage the economy
>
Need:
*
Theory of eco dynamics
*
Theoretical understanding of technological innovation
>
Model of world eco & an understanding of the complex
*
Relationships between the world eco & the domestic eco.
*
Theory of micro eco behavior
*
All these new understandings in one unified theory.
>
Society of organizations
>
New pluralism
*
Symbiosis of organizations
*
Need for a theory
>
Theory of Organizations
>
Making organizations perform
*
Goals & Objectives
>
Management
*
Joint performance and integrated into a common understanding
*
Personal Effectiveness
>
Organ. & The Quality of Life
*
Responsibility of the organization
*
The legitimacy of Organization
>
Sickness of Government
*
Farm out the doing to business & private institutions
*
Abandonment.
>
How can the individual survive?
*
Function-special purpose organizations
*
Internal powers of the organization
*
Individual freedon: the right to emigrate.
*
Individual opportunity in organization.
V
>
Knowledge society
shift to knowledge as foundation of work & performance. (Knowledge the new capital)
>
Knowledge Economy (production, distribution, procuring ideas & info)
*
Central factor of production
*
Imp to inter eco
>
Learned to learn
*
Foundation of new skills
*
Know opp in large organizations
*
Increased working life span
*
Delayed entry
*
Ratio: productive & dependant members
*
Demand for education
>
Work & worker in the Knowledge Society
*
Teams, MBO, task rule
*
2nd career K workers below top rank
>
Problems of transitions for:
*
Unskilled
*
Skilled
*
Negro
>
Has Success spoiled the schools?
>
Public concern
>
Largest community expenditure
*
Production vs spending
*
Results vs student effort
*
Learned to learn
*
Contin ed.: best time to learn
>
Impacts of long years of school
*
Limbo adolescence
*
Drop out: unemployable
>
Most serious:
*
Diploma curtain determines opp
>
New learning & teaching
*
Right tools & methods
*
Teaching & learn
>
Politics of knowledge
*
Organ. K & search for it around areas of appliction rather than subject
*
Equal opp for education
>
High cost = gov. Support. Q's control of
*
Direction
*
Priorities
*
Results
>
Does knowledge have a future? (Morality)
>
How people of knowledge accepts & discharge his responsibility
*
Will largely determine the future of knowledge & whether know
*
Has a future.
*
See Population Changes
>
Technology, Management and Society 1970 (here)
*
Title
*
Book info and copyright
*
Contents
*
Preface
>
Information, Communications and Understanding
>
What We Have Learned
*
Communication Is Perception
*
Communication Is Expectations
*
Communication Is Involvement
*
Communication and Information Are Different and Largely Opposite—Yet Interdependent
>
Management's New Role
>
35-1The Old Assumptions
*
Management is management of business, and business is unique and the exception in society
*
"Social responsibilities" of management
*
The primary task of management is to mobilize the energies of the business organization
*
It is the manual worker
*
Management is a “science” or at least a “discipline"
*
Management is the result of economic development
*
Oversimplification
>
35-2—And the New Realities
*
Every major task of developed society is being carried out
*
Because our society is rapidly becoming a society of organizations
*
Entrepreneurial innovation will be as important to management as the managerial function
*
A primary task of management in the developed countries in the decades ahead
*
There are management tools and techniques
*
Management creates economic and social development
*
Admittedly, these new assumptions oversimplify
>
Work and Tools
*
Work and Tools-1
*
Work and Tools-2
*
Work and Tools-3
*
Work and Tools-4
>
Technological Trends in the Twentieth Century
*
The Structure of Technological Work
*
The Methods of Technological Work
*
The Systems Approach
>
Technology and Society in the Twentieth Century
*
The Pretechnological Civilization of 1900
>
Technology Remakes Social Institutions
*
Emancipation of Women
*
Changes in the Organization of Work
*
The Role of Education
*
Change in Warfare
*
A Worldwide Technological Civilization
*
Man Moves into a Man-made Environment
*
Modern Technology and the Human Horizon
*
Technology and Man
>
The Once and Future Manager
*
The Conglomerates Will Be the Stranded Giants of the Next Decade
*
Never Look at Any One Measure Alone in Any Business; Look at Multiple Measures
*
The First Yardstick by Which Management Is Judged Is, Do They Keep Us Busy?
*
The Facts and the Myth of Job Mobility in America Are Not Necessarily the Same
*
Small Business Has Done Much Better Than Any Other in the Last Twenty Years
*
The Main Impact of the Computer Has Been to Create Unlimited Jobs for Clerks
*
The Job Which Most Managers Were Brought Up to Spend Most Time on Will Disappear
*
Is the Traditional Organization Structure Going to Work Tomorrow as It Has till Now?
*
Managers Have to Accept That Industrial Relations Will Become Increasingly Bitter
*
The First Technological Revolution and Its Lessons
>
Long-Range Planning
>
What long-range planning isn't
*
It is not “forecasting”
*
It does not deal with future decisions
*
Is not an attempt to eliminate risk
*
What long-range planning is
>
Why should we even talk about ‘long-range planning,’ let alone do it?”
*
The time-span of entrepreneurial and managerial decisions has been lengthening so fast
*
Speed and risk of innovation
*
Growing complexity both of the business enterprise internally, and of the economy and society
*
The typical businessman's concept of the basis of entrepreneurial decision is a misconception
*
Summary
*
Long-range planning is a decision making process
>
The requirements of long-range planning
>
The characteristics of the process itself
>
Eight elements of entrepreneurial decisions
*
(a) Objectives
*
(b) Assumptions
*
(c) Expectations
*
(d) Alternative courses of action
*
(e) The decision itself
*
(f) Part of a decision-structure
*
(g) An impact stage
*
(h) And, finally, there are results
*
Each of these elements of the process deserves an entire book by itself
>
Specific new knowledge content
*
(a) The time dimensions of planning
*
(b) Decision structure and configuration
*
(c) The characteristics of risks
*
(d) Finally, there is the area of measurements
*
Managerial knowledge—the knowledge with respect to the operations of a business
*
Big problems of knowledge in the entrepreneurial task that I have not mentioned
>
Conclusions
*
(a) Basic theory and conceptual thinking
*
(b) The knowledge we need is new knowledge
*
(c) Risk-taking decisions with long futurity
*
Long-range planning is risk-taking decision making
>
Business Objectives and Survival Needs
>
71-1 The Need for a Theory of Business Behavior
*
72-1 Inability of the layman to understand modern business enterprise and its behavior
*
72-2 Lack of any bridge of understanding between the macroeconomics of an economy and the microeconomics
*
72-3 Absence of a genuine theory of business enterprise
*
72-4 The businessman’s own attitude toward theory
>
75 What Are the Survival Needs of Business Enterprise?
*
76 A human organization designed for joint performance and capable of perpetuating itself
*
77 The enterprise exists in society and economy
*
78 Specific purpose of business
*
79 This all happens in a changing economy and a changing technology
*
80 Profitability
*
81The Work to Be Done
*
82 An Operational View of the Budgeting Process
>
The Manager and the Moron
*
84 The Obsolescence of Experience
*
85 Enter the Knowledge Utility
*
86 A New Age of Information
*
87 Managing the Moron
*
88 Beyond the Numbers Barrier
*
The Technological Revolution: Notes on the Relationship of Technology, Science, and Culture
*
Can Management Ever Be a Science?
>
Men, Ideas, and Politics 1971 (here)
*
Men, ideas & politics: essays‎
>
Preface
>
“Political (or social) ecology”
*
Society, polity, and economy are “nature” to man, who cannot be understood apart from and outside of them
>
Seen together in order to be seen at all, let alone to be understood
*
Men
*
Ideas
*
Institutions
*
Actions
*
The aim is an understanding of the specific natural environment of man, his “policical ecology,” as a prerequisite to effective and responsible action, as an executive, as a policy-maker, as a teacher, and as a citizen.
*
The New Markets And The New Entrepreneurs
*
The Unfashionable Kierkegaard
*
Notes On The New Politics
*
This Romantic Generation
*
Calhoun’s Pluralism
*
American Directions
*
The Secret Art Of Being An Effective President
*
Henry Ford
*
The American Genius Is Political
*
Japan Tries For A Second Miracle
*
What We Can Learn From Japanese Management
*
Keynes: Economics As A Magical System
*
The Economic Basis Of American Politics
>
Management: Tasks, Responsibilities, Practices 1973 (here)
*
Preface - The Alternative to Tyranny
>
Introduction - From Management Boom to Management Performance
*
The Emergence of Management
*
The Management Boom and Its Lessons
*
The New Challenges
>
The Tasks
*
The Dimensions of Management
>
Performance
>
Business Performance
*
Managing a Business: The Sears Story
*
What Is a Business?
*
Business Purpose and Business Mission
*
The Power and Purpose of Objectives: The Marks & Spencer Story & Its Lessons
*
Strategies, Objectives, Priorities, and Work Assignments
*
Strategic Planning: The Entrepreneurial Skill
>
Performance in the Service Institution
*
The Multi - Institutional Society
*
Why Service Institutions Do Not Perform
*
The Exceptions and Their Lessons
*
Managing Service Institutions for Performance
>
Productive Work and Achieving Worker
*
The New Realities
*
What We Know (and Don’t Know) About Work, Working, and Worker
*
Making Work Productive: Work and Process
*
Making Work Productive: Controls and Tools
*
Worker and Working: Theories and Reality
*
Success Stories: Japan, Zeiss, IBM
*
The Responsible Worker
*
Employment, Incomes, and Benefits
*
“People Are Our Greatest Asset”
>
Social Impacts and Social Responsibilities
*
Management and the Quality of Life
*
Social Impacts and Social Problems
*
The Limits of Social Responsibility
*
Business and Government
*
Primum Non Nocere:
>
The Manager: Work, Jobs, Skills, and Organization
*
Why Managers?
>
The Manager’s Work and Jobs
*
What Makes a Manager?
*
The Manager and His Work
*
Design and Content of Managerial Jobs
*
Developing Management and Managers
*
Management by Objectives and Self-Control
*
From Middle Management to Knowledge Organization
*
The Spirit of Performance
>
Managerial Skills
*
The Effective Decision
*
Managerial Communications
*
Controls, Control, and Management
*
The Manager and the Management Sciences
>
Managerial Organization
*
New Needs and New Approaches
*
The Building Blocks of Organization…
*
… And How They Join Together
*
Design Logics and Design Specifications
*
Work- and Task- Focused Design: Functional Structure and Team
*
Result - Focused Design: Federal and Simulated Decentralization
*
Relations - Focused Design: The Systems Structure
*
Organization Conclusions
>
Top Management: Tasks, Organization, Strategies
*
Georg Siemens and the Deutsche Bank
>
Top - Management Tasks and Organization
*
Top - Management Tasks
*
Top - Management Structure
*
Needed: An Effective Board
>
Strategies and Structures
*
On Being the Right Size
*
Managing the Small, the Fair - Sized, the Big Business
*
On Being the Wrong Size
*
The Pressures for Diversity
*
Building Unity Out of Diversity
*
Managing Diversity
*
The Multinational Corporation
*
Managing Growth
*
The Innovative Organization
*
Conclusion: The Legitimacy of Management
>
Adventures of a Bystander 1978 (here)
*
Preface to the New Edition
*
Proluge: A bystander is born
>
Report from Atlantis
*
Grandmother and the twentieth century
*
Hemme and Genia
*
Miss Elsa and Miss Sophy
*
Fruedian myths and Fruedian realities
*
Count Traun-Trauneck and the actress Maria Mueller
>
Young man in an old world
*
The Polanyis
*
The man who invented Kissinger
*
The monster and the lamb
*
Noel Brailsford—the last of the dissenters
*
Ernest Freeberg’s World
*
The bankers and the courtesan
>
The Indian summer of innocence
*
Henry Luce and Time-Life-Fortune
*
The prophets: Buckminster Fuller and Marshall McLuhan
*
The professional: Alfred Sloan
*
The Indian summer of innocence
>
Managing in Turbulent Times 1980 (here)
*
Managing in Turbulent Times OCR output
*
Contents
*
Introduction
>
1. Managing the Fundamentals
*
Adjusting for Inflation
*
Managing for Liquidity and Financial Strength
*
Managing Productivities
*
The Productivity of the Knowledge Worker
*
The Costs of Staying in Business vs. the Delusion of Profit
>
2. Managing for Tomorrow
*
Concentrating Resources on Results
*
Sloughing Off Yesterday
*
Managing Growth
*
Managing Innovation and Change
*
Business Strategies for Tomorrow
>
A Scorecard for Managers
*
1. Performance in appropriating capital
*
2. Performance in people decisions
*
3. Performance in innovation
*
4. Strategies versus performance
>
3. Managing the Sea-Change: The New Population Structure and the New Population Dynamics
>
The New Realities
*
The Unique Russian Dilemma
*
The End of the Migrations
>
Production Sharing: The Transnational Integration
*
The Need for New Theories, New Concepts, and New Measurements
*
From Multinational Corporation to Transnational Confederation
*
The New Consumer Markets
*
The Implications for Managerial Strategies
>
From "Labor Force" to "Labor Forces"
*
The Misleading Unemployment Figures
*
The Need for Different Personnel Policies
*
—And for Benefit Options
>
The End of Mandatory Retirement Age
*
The Need for a Second Career
*
The "Double-Headed Monster
>
Job Needs in the Developing Countries
*
Job Needs in the Developed World
*
The Need for Redundancy Planning
>
4. Managing in Turbulent Environments
*
The Integrated World Economy
*
Transnational World Money
*
The End of Sovereignty
*
The Fractured World Polity
*
The World Economy's Almost-Developed Countries
*
Business Policies for the World Economy
>
The Employe Society
*
The Employed Middle Class
>
"Power Follows Property"
*
And Responsibility Follows Knowledge
*
Can the Labor Union Survive?
>
Business Enterprise as a Political Institution
*
The Society of Institutions
*
The Power of the Small Minority
>
Managing in a Political Environment
*
The Manager as Political Activist
*
Conclusion: The Challenge to Management
>
Toward the Next Economics and Other Essays 1981 (here)
*
Toward The Next Economics
*
Saving The Crusade: The High Cost Of Our Environmental Future
*
Business & Technolgy
*
Multinationals & Developing Countries (Myths and Realities)
*
What Results Should You Expect? A User's Guide to MBO
*
The Coming Rediscovery Of Scientific Management
*
The Bored Board
*
After-Fixed Age Retiremant Is Gone
*
Science & Industry : Challenges of Antagonistic Interdependence
*
How To Guarantee Non-Performance (Public Service Program)
*
Behind Japan's Success
*
A View of Japan Through Japanese Art
>
The Changing World of The Executive 1982 (here)
*
A Society of Organizations
>
Executive Agenda
*
Inflation-Proofing the Company
*
A scorecard for managers
*
Helping Small Business Cope
*
Is Executive Pay Excessive?
*
On Mandatory Executive Retirement
*
The Real Duties of A Director
*
The Information Explosion
*
Learning From Foreign Management
>
Business Performance
*
Delusion of Profits
*
Aftermath of a Go-Go Decade
*
Managing Capital Productivity
*
Six durable Economic Myths
*
Measuring Business Performance
*
Why Consumer's Aren't Behaving
*
Good Growth and Bad Growth
*
The Re-Industrialization Of America
*
The Danger of Excessive Labor Income
>
The Non-Profit Sector
*
Managing the Non-Profit Institution
*
Managing the Knowledge Worker
*
Meaningful Government Reorganization
*
The Decline of Unionization
*
The Future of Health Care
*
The Professor as Featherbedder
*
The Schools in 1990
>
People at Work
*
Unmaking the Nineteenth Century
*
Retirement Policy
*
Report on the Class of 68
*
Meaningful Unemployment Figures
*
Baby Boom Problems
*
Planning for Redundant Workers
*
Job as a Property Right
>
The Changing Globe
*
The rise of Production Sharing
*
Japan's Economic Policy Turn
*
The Battle Over Co-Determination
*
A troubled Japanese Juggernaut
*
India & appropriate Technolgy
*
Toward a New Form of Money?
*
How Westernized Are the Japanese?
*
Needed: A Full-Investment Budget
*
A return to Hard Choices
*
The Matter of Business Ethics
>
Innovation and Entrepreneurship 1985 (here)
*
Innovation and Entrepreneurship
*
Contents
>
Preface
*
This book presents innovation and entrepreneurship as a practice and a discipline
*
It does not talk of the psychology and the character traits of entrepreneurs
*
It talks of their actions and behavior
*
It uses cases, but primarily to exemplify a point, a rule, or a warning
*
The work thus differs, in both intention and execution, from many of the books
*
It shares with them the belief in the importance of innovation and entrepreneurship
*
This book represents innovation and entrepreneurship as purposeful tasks that can be organized
*
This is a practical book, but it is not a “how-to” book
>
Innovation and entrepreneurship are discussed under three main headings
*
Each of these is an “aspect” of innovation and entrepreneurship rather than a stage
*
Part I presents innovation alike as purposeful and as a discipline
*
Part II focuses on the institution that is the carrier of innovation
*
Part III talks of bringing an innovation successfully to market
>
These three parts are flanked
*
An introduction that relates innovation and entrepreneurship to the economy
*
A conclusion that relates them to society
*
Entrepreneurship is neither a science nor an art
*
It is a practice
>
It has a knowledge base
*
My work on innovation and entrepreneurship began in the mid-fifties
>
Introduction: The Entrepreneurial Economy
>
I — A profound shift from a “managerial” to an “entrepreneurial” economy
*
Changes in the labor force
*
II — Not just high tech jobs
*
III — No one single source
*
IV — New technology: entrepreneurial management
*
V — On management and its role
>
The Practice Of Innovation
>
Systematic Entrepreneurship
*
I Who is an entrepreneur?
*
II Traditional economics vs. The Entrepreneur
*
III Should be low risk
>
Purposeful Innovation and the Seven Sources for Innovative Opportunity
>
Source: The Unexpected
>
The Unexpected Success
*
No other area offers richer opportunities for successful innovation
*
No other area are innovative opportunities less risky and their pursuit less arduous
*
The unexpected success is almost totally neglected; worse, managements tend actively to reject it
*
R. H. Macy, “We don’t know how to stop the growth of appliance sales.”
*
It is never easy for a management to accept the unexpected success
*
Major U.S. Steel companies rejection of mini-mills
*
It takes an effort to perceive in the “enemy” one’s own best opportunity
*
Top management people have typically grown up in one function or one area
>
The unexpected success can be galling
*
And then this “dog” runs away with the market
*
The unexpected success is a challenge to management’s judgment
*
Swiss pharmaceutical company today has world leadership in veterinary medicines
*
Far more often, the unexpected success is simply not seen at all
*
A leading hospital supplier introduced a new line of instruments for biological and clinical tests
*
Blindness of existing reporting systems
*
The opportunity for innovation offered by unexpected success requires analysis
*
It demands innovation
*
DuPont and Nylon
*
IBM and The New York Public Library
*
Matsushita
*
The search has to be organized
*
But management also needs to learn what the unexpected success demands of them
>
The Unexpected Failure
*
Indian padlock business
*
The first house
>
The right response
*
The unexpected event in a supplier’s business, and among the customers
*
A competitor’s unexpected success or failure is equally important
*
Innovation is perceptual fully as much as conceptual
*
The failure of the Ford Motor Company’s Edsel
>
The Unexpected Outside Event
*
IBM and the personal computer.
*
Book sales in the United States have soared since TV first came in
*
But not one of them represents diversification
*
These cases are big-company cases
>
Source: Incongruities
*
Incongruous Economic Realities
*
The Incongruity Between Reality And The Assumptions About It
*
The Incongruity Between Perceived And Actual Customer Values And Expectations
*
Incongruity Within The Rhythm Or Logic Of A Process
>
Source: Process Need
*
Necessity is the mother of invention
*
It exists within the process of a business, an industry, or a service
*
It starts out with the job to be done
*
It is task-focused rather than situation-focused
*
Yet usually no one does anything about it
*
William Connor’s conversion of the enzyme
*
Very few innovations based on process need are so sharply focused
*
Ottmar Mergenthaler designed the linotype for typesetting in 1885
*
In both these cases the process need was based on an incongruity in the process
>
Demographics are very often an equally powerful source
*
Bell Telephone System
*
The present rush into robotics
*
Mergenthaler’s linotype was also in large measure the result of demographic pressures
>
Program research
*
Photography
*
“Program research” is often needed to convert a process from potential into reality
*
The prototype innovator for this kind of process-need innovation was Edison
*
But its most successful applications are in small and clearly defined projects
*
Highway reflector that cut the Japanese automobile accident rate by almost two-thirds
*
World War I had created a public in the United States for national and international news
*
Successful innovations based on process needs require five basic criteria
>
There are, however, some important caveats
*
The need must be understood
*
We may even understand a process and still not have the knowledge to do the job
*
The solution must fit the way people do the work and want to do it
>
Opportunities for innovation based on process need can be found systematically
*
It has to be tested against the five basic criteria given above
*
The process need opportunity has to be tested also against the three constraints
>
Source: Industry and Market Structures
*
The Automobile Story
*
The Opportunity
*
When Industry Structure Changes
*
Transition from internal to external
>
Source: Demographics
*
I — Of all external changes, demographics are the clearest
*
II — Here are some examples of successful exploitation of demographic changes
*
III — Analysis of demographic changes begins with population figures
>
Source: Changes in Perception
*
"The Glass Is Half Full"
*
The Problem Of Timing
>
Source: New Knowledge
>
The Characteristics Of Knowledge-Based Innovation
*
Convergences
*
What Knowledge-Based Innovation Requires
>
The Unique Risks
*
The Shakeout
*
The Receptivity Gamble
>
The Bright Idea
*
Innovations based on a bright idea probably outnumber all other categories taken together
*
Yet bright ideas are the riskiest and least successful source of innovative opportunities
*
Attempts to improve the predictability have not been particularly successful
*
Equally unsuccessful have been attempts to identify the personal traits, behavior, or habits ...
*
This belief that you’ll win if only you keep on trying is a fallacy
*
Bright ideas are vague and elusive
*
The entrepreneur is therefore well advised to forgo innovations based on bright ideas
*
Systematic, purposeful entrepreneurs analyze the systematic areas
*
And yet an entrepreneurial economy cannot dismiss cavalierly the innovation based on a bright idea
>
Principles of Innovation
*
I—Brilliant ideas are not innovations
>
The Do's
*
Purposeful, systematic innovation begins with the analysis of the opportunities
*
Go out to look, to ask, to listen
*
An innovation, to be effective, has to be simple and it has to be focused
*
Effective innovations start small
*
A successful innovation aims at leadership
>
The Dont's
*
Don't try to be clever
*
Don't diversify, don't splinter, don't try to do too many things at once
*
Don't try to innovate for the future
>
Three Conditions
*
Innovation becomes hard, focused, purposeful work making very great demands on …
*
To succeed, innovators must build on their strengths
*
Innovation always has to be close to the market
*
The Conservative Innovator
>
The Practice Of Entrepreneurship
*
Entrepreneurial Management
>
The Entrepreneurial Business
*
I (Who innovates?)
>
Entrepreneurial Policies
*
A systematic policy of abandoning whatever is outworn, obsolete, no longer productive
*
Business X-Ray: a tool to find the right questions
*
Kami: Gap and Need Analysis
*
An entrepreneurial plan with objectives and deadlines
*
Summary
>
Entrepreneurial Practices
*
Focusing managerial vision on opportunity
*
What are you doing that explains your success?
*
Ideas from junior people
>
Measuring Innovative Performance
*
Each innovative project: Feedback from results to expectations
*
A systematic review of innovative efforts all together
*
Judging the company's total innovative performance
>
Structures
*
The entrepreneurial, the new, has to be organized separately from the old and existing
*
Must have a top manager with the specific assignment to work on tomorrow as an entrepreneur and innovator
*
Keep away from it the burdens it cannot yet carry
*
Developing appropriate controls
*
A person or a component group should be held clearly accountable
*
Are all these policies and practices necessary?
*
Staffing
>
The Dont's
*
The most important caveat is not to mix managerial units and entrepreneurial ones
*
Innovative efforts that take the existing business out of its own field are rarely successful
*
Acquire small entrepreneurial ventures
>
Entrepreneurship in the Service Institution
>
Obstacles to Innovation & some exceptions
>
There are three main reasons why the existing enterprise presents so much more of an obstacle
*
The public-service institution is based on a "budget" rather than being paid out of its results
*
A service institution is dependent on a multitude of constituents
*
Public-service institutions exist after all to "do good."
>
These are serious obstacles to innovation
*
The most extreme example around these days may well be the labor union
*
The university, however, may not be too different from the labor union
>
There are enough exceptions, even old and big ones, can innovate
*
One Roman Catholic archdiocese in the United States
*
American Association for the Advancement of Science
*
A large hospital on the West Coast
*
Girl Scouts of the U.S. A.
>
Entrepreneurial Policies
*
The public-service institution needs a clear definition of its mission
*
The public-service institution needs a realistic statement of goals
*
Failure to achieve objectives should be considered an indication that the objective is wrong …
>
Need to build into their policies and practices the constant search for innovative opportunity
*
One catholic archdiocese saw both as opportunities
*
American Association for the Advancement of Science
*
Girl Scouts
*
Even in government
*
The four rules outlined above constitute the specific policies and practices the PSI requires
*
Also needs to adopt those policies and practices that any existing organization requires
*
The Need To Innovate
>
The New Venture