Unavailable
Unavailable
Unavailable
Ebook180 pages4 hours
Managing for Results: Economic Tasks and Risk-Taking Decisions
Rating: 4.5 out of 5 stars
4.5/5
()
Currently unavailable
Currently unavailable
About this ebook
Managing for Results: Economic Tasks and Risk-taking Decisions is a guidebook for those in management position. The book is comprised of 14 chapters that are organized into three parts. The first part talks about understanding the business; this part covers business realities, revenues, resources, and prospects. Part II discusses the opportunities and needs in economic dimensions of a business. Part III covers the key decision, business strategies, and building up economic performance. The book will be useful to managers, entrepreneurs, and individuals who are exposed to a decision-making situation that has an economic implication.
Unavailable
Author
Peter F. Drucker
Peter F. Drucker is considered the most influential management thinker ever. The author of more than twenty-five books, his ideas have had an enormous impact on shaping the modern corporation. Drucker passed away in 2005.
Read more from Peter F. Drucker
The Essential Drucker: The Best of Sixty Years of Peter Drucker's Essential Writings on Management Rating: 5 out of 5 stars5/5The Effective Executive: The Definitive Guide to Getting the Right Things Done Rating: 4 out of 5 stars4/5The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done Rating: 4 out of 5 stars4/5Managing the Non-Profit Organization: Principles and Practices Rating: 4 out of 5 stars4/5Innovation and Entrepreneurship Rating: 4 out of 5 stars4/5Managing for Results Rating: 4 out of 5 stars4/5Management Rev Ed Rating: 4 out of 5 stars4/5The Practice of Management Rating: 4 out of 5 stars4/5Post-Capitalist Society Rating: 4 out of 5 stars4/5Management: Tasks, Responsibilities, Practices Rating: 4 out of 5 stars4/5Managing Oneself: The Key to Success Rating: 4 out of 5 stars4/5Managing in the Next Society: Lessons from the Renown Thinker and Writer on Corporate Management Rating: 4 out of 5 stars4/5MANAGEMENT CHALLENGES for the 21st Century Rating: 5 out of 5 stars5/5Management Cases, Revised Edition Rating: 5 out of 5 stars5/5Managing In Turbulent Times Rating: 4 out of 5 stars4/5The Peter F. Drucker Reader: Selected Articles from the Father of Modern Management Thinking Rating: 0 out of 5 stars0 ratingsThe Drucker Lectures: Essential Lessons on Management, Society and Economy Rating: 4 out of 5 stars4/5The Executive in Action: Three Drucker Management Books on What to Do and Why and How to Do It Rating: 5 out of 5 stars5/5What Makes an Effective Executive (Harvard Business Review Classics) Rating: 5 out of 5 stars5/5
Related to Managing for Results
Related ebooks
The Executive in Action: Three Drucker Management Books on What to Do and Why and How to Do It Rating: 5 out of 5 stars5/5Managing for Results Rating: 4 out of 5 stars4/5What Would Drucker Do Now?: Solutions to Today’s Toughest Challenges from the Father of Modern Management Rating: 4 out of 5 stars4/5Post-Capitalist Society Rating: 4 out of 5 stars4/5The Drucker Lectures: Essential Lessons on Management, Society and Economy Rating: 4 out of 5 stars4/5Managing In Turbulent Times Rating: 4 out of 5 stars4/5Why Should I Give a ***** About Quality?: Understanding and Profiting from the Customer-led Quality Revolution Rating: 0 out of 5 stars0 ratingsReengineering the Corporation: Manifesto for Business Revolution, A Rating: 4 out of 5 stars4/5Management Rev Ed Rating: 4 out of 5 stars4/5Knowledge Management: Social, Cultural and Theoretical Perspectives Rating: 3 out of 5 stars3/5Revolutionizing Business Operations: How to Build Dynamic Processes for Enduring Competitive Advantage Rating: 0 out of 5 stars0 ratingsReengineering Management: Mandate for New Leadership, The Rating: 3 out of 5 stars3/5Interoperability A Complete Guide Rating: 0 out of 5 stars0 ratingsMANAGEMENT CHALLENGES for the 21st Century Rating: 5 out of 5 stars5/524/7 Innovation Rating: 2 out of 5 stars2/5General Managers Rating: 4 out of 5 stars4/5Business Concepts and Models: New Words for Old Ideas Rating: 0 out of 5 stars0 ratingsContinuous Improvement: Why It Is Essential to the Success of Your Business and How to Achieve It Rating: 0 out of 5 stars0 ratingsPower and Influence Rating: 4 out of 5 stars4/5The Essential Demming (PB) Rating: 4 out of 5 stars4/5The New Rules Rating: 5 out of 5 stars5/5Make It Work or Make It Go Away: A Handbook for Dod Program Managers Rating: 0 out of 5 stars0 ratingsHybrid Application Project Management A Complete Guide - 2020 Edition Rating: 0 out of 5 stars0 ratingsOrganizational Strategy, Structure, and Process Rating: 0 out of 5 stars0 ratingsThe Corporate Culture Survival Guide Rating: 4 out of 5 stars4/5Management Challenges for the 21st Century (Review and Analysis of Drucker's Book) Rating: 0 out of 5 stars0 ratingsDesigning Organizations: Strategy, Structure, and Process at the Business Unit and Enterprise Levels Rating: 4 out of 5 stars4/5Strategy Safari: A Guided Tour Through The Wilds of Strategic Mangament Rating: 4 out of 5 stars4/5Execution IS the Strategy: How Leaders Achieve Maximum Results in Minimum Time Rating: 3 out of 5 stars3/5
Finance & Money Management For You
The Psychology of Money: Timeless lessons on wealth, greed, and happiness Rating: 5 out of 5 stars5/5The Richest Man in Babylon Rating: 4 out of 5 stars4/5The Intelligent Investor, Rev. Ed: The Definitive Book on Value Investing Rating: 4 out of 5 stars4/5Financial Words You Should Know: Over 1,000 Essential Investment, Accounting, Real Estate, and Tax Words Rating: 4 out of 5 stars4/5Set for Life: An All-Out Approach to Early Financial Freedom Rating: 4 out of 5 stars4/5The 7 Habits of Highly Effective People: 15th Anniversary Infographics Edition Rating: 5 out of 5 stars5/5How to Make Money in Stocks: A Winning System in Good Times and Bad, Fourth Edition Rating: 5 out of 5 stars5/5Strategy Skills: Techniques to Sharpen the Mind of the Strategist Rating: 4 out of 5 stars4/5Built to Last: Successful Habits of Visionary Companies Rating: 4 out of 5 stars4/5The Book on Advanced Tax Strategies: Cracking the Code for Savvy Real Estate Investors Rating: 4 out of 5 stars4/5Just Keep Buying: Proven ways to save money and build your wealth Rating: 5 out of 5 stars5/5Quiet Leadership: Six Steps to Transforming Performance at Work Rating: 4 out of 5 stars4/5Good to Great: Why Some Companies Make the Leap...And Others Don't Rating: 4 out of 5 stars4/5The Great Reset: And the War for the World Rating: 4 out of 5 stars4/5Buy, Rehab, Rent, Refinance, Repeat: The BRRRR Rental Property Investment Strategy Made Simple Rating: 5 out of 5 stars5/5Capitalism and Freedom Rating: 4 out of 5 stars4/5The Tax and Legal Playbook: Game-Changing Solutions To Your Small Business Questions Rating: 3 out of 5 stars3/5The Total Money Makeover by Dave Ramsey: Summary and Analysis Rating: 4 out of 5 stars4/5Principles: Life and Work Rating: 4 out of 5 stars4/5Alchemy: The Dark Art and Curious Science of Creating Magic in Brands, Business, and Life Rating: 4 out of 5 stars4/5The Price of Tomorrow: Why Deflation is the Key to an Abundant Future Rating: 5 out of 5 stars5/5You Can Be a Stock Market Genius: Uncover the Secret Hiding Places of Stock Market P Rating: 4 out of 5 stars4/5
Reviews for Managing for Results
Rating: 4.5 out of 5 stars
4.5/5
2 ratings1 review
- Rating: 4 out of 5 stars4/5“Results are obtained by exploiting opportunities, not by solving problems.” Page 5“Resources…must be allocated to opportunities rather than problems.” Page 6“Here, first, are the marketing realities that are most likely to be encountered:1. What the people in the business think they know about the customer is more likely to be wrong than right. There is only one person who really knows: the customer. Only by asking the customer, by watching him, by trying to understand his behavior can one find out who he is, what he does, how he buys, how he uses what he buys, what he expects, what he values, and so on.2. The customer rarely buys what the business thinks it sells him. One reason for this, is, of course, that nobody pays for a ‘product.’ What is paid for is satisfactions. But nobody can make or supply satisfactions as such—at best, only the means to attaining them can be sold and delivered.”See things through the customers’ eyes. Look at what you do well and at what you do poorly to find your comparative advantage. Build on your strength. Put your first-rate resources on a few outstanding opportunities. “Work without deadlines is not work assigned, but work toyed with.” Page 94