Contents Preface: Management as Profession and Commitment 7 Introduction: Management and Manager Defined (with a Note on the History ofManagement) I Part One: Business Performance 2 The Dimensions ofManagement 36 3 Managing a Business: The Sears Story 46 4 What is a Business ? 54 s Business Purpose andMission 68 6 ThePowerandPurposeofObjectives 85 7 Strategies, Obiectives, Priorities and Work Assignments 94 8 StrategicPlanning: The Entrepreneurial Skili ı I 5 Part Two: Performance in the Service Insdtudon 9 The Multi-Institutional Society 126 10 Why Service Institutions Do Not Perform 131 ıı The Exceptions and TheirLessons 141 12 Managing Service InstitutionsforPerformance 150 PartThree: ProductiveWork and AchievingWorker 13 The NewRealities ı6o 14 What We Know (and Don't Know) about Work, Working and Workers 170 ıs Work and Process 186 16 Controls andTools 2o6 17 Worker and Working: Theories and Reality 220 18 From Personnel Management to the Leadership of People 233 Part Four: Social Impacts and Social Responsibilities 19 Social lmpacts and Social Problems 26o 20 The Limits ofSocialResponsibility 276 ( 21 Business and Govemment 283 22 The Ethics ofResponsibility 294 Part Five: The Manager's WorkandJobs 23 Why Managers ? 306 24 Design and Content ofManagerial Jobs 3 ı ı 2s Developing Management and Managers 326 26 Management by Obiecrives and Self-Control 336 27 From Middle Management to Knowledge Organization 35<::, 28 The Spirit ofPerformance 361 Part Six: Managerial Skills 29 The Effective Decision 374 30 Managerial Communications 389 31 Controls, Control and Management 400 32 The Manager and the Budget 412 33 The Manager and the Management Sciences 426 Part Seven: Managerial Organization 34 Structures and Strategies 440 35 Work- and Task-Focused Design 466 36 Resule- and Relations-Focused Design 48o 37 The Innovative Organization 500 38 Top Management and Board 522 39 Organizational Conclusions 544 Conclusion: The Manager ofTomorrow 548 Bibliography 552 Glossary 558 Index 571.