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Essay / Research Paper Abstract
This 5 page report discusses Peter
Drucker’s Managing for Results (originally published in 1964). Managing for Results is,
according to Drucker himself, the first book to address what is now called “business
strategy.” Each of the books three parts is discussed and analyzed in the report.
Bibliography lists only the primary source.
Page Count:
5 pages (~225 words per page)
File: D0_BWresults.rtf
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Unformatted sample text from the term paper:
has been given Drucker over the past four decades. The Los Angeles Times describes him as: "Founding father of the science of management" while another great management guru, Tom Peters
says: "Our debt to Peter Drucker knows no limit." (Both quotes are taken from the books cover.) Recognizing the enormous impact from Druckers ten books on management and another ten
books on economics, politics, and society will allow for the reader to know that this man is unparalleled leader and theorist and that he clearly knows what he is talking
about. Managing for Results is, according to Drucker himself, the first book to address what is now called "business strategy" (pp. vii). The student should be aware of the fact
that Drucker is certainly not one of the countless numbers of writers putting forth their "management-theory-of-the-month"! In fact, he is a theorist who has inspired the entire "art" of writing
about business management. Part One In the first of the three sections of Managing for Results, Drucker addresses the need to understand business and what business realities are and
primarily focuses on analyzing a particular business and understanding the many components that have made it what it is. Drucker explains in his introduction that: "This is a what to
do book. I deals with the economic tasks that any business has to discharge for economic performance and economic results" (pp. xi). That attitude of "what to do" should be
kept in mind as the reader moves through the book. He begins by explaining that, all too often, organizational executives do not give "sufficient time nor sufficient thought to
the future" (pp. 3). Of course, it may be argued that very few people do. However the success of the organization is based on its leader or leaders and how
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