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Managing for Results Paperback – April 14, 1993


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Product Details

  • Paperback: 256 pages
  • Publisher: Collins; Reprint edition (April 14, 1993)
  • Language: English
  • ISBN-10: 0887306144
  • ISBN-13: 978-0887306143
  • Product Dimensions: 8 x 5.3 x 0.6 inches
  • Shipping Weight: 7.2 ounces
  • Average Customer Review: 4.8 out of 5 stars  See all reviews (13 customer reviews)
  • Amazon Best Sellers Rank: #1,405,819 in Books (See Top 100 in Books)

Editorial Reviews

Review

"Any book by Drucker is rewarding and it is impossible to read the man without learning a lot." -- -- Fortune

About the Author

Peter F. Drucker was considered one of management's top thinkers. As the author of more than 35 books, his ideas have had an enormous impact on shaping the modern corporation. In 2002, he was awarded the Presidential Medal of Freedom. During his lifetime, Drucker was a writer, teacher, philosopher, reporter, consultant, and professor at the Peter F. Drucker and Masatoshi Ito Graduate School of Management at Claremont Graduate University.


More About the Author

Peter F. Drucker (1909-2005) was considered the top management thinker of his time. He authored over 25 books, with his first, The End of Economic Man published in 1939. His ideas have had an enormous impact on shaping the modern corporation. One of his most famous disciples alive today is Jack Welch. He was a teacher, philosopher, reporter and consultant.

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Customer Reviews

4.8 out of 5 stars
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The book is written in simple business US-English.
Gerard Kroese
P.D. is the great author of insight into practical micro-economics.
M. JONES
A great read on business execution/effectiveness and strategy.
Omar Halabieh

Most Helpful Customer Reviews

13 of 13 people found the following review helpful By Gerard Kroese on August 10, 2003
Format: Unknown Binding
Peter F. Drucker is probably the greatest management thinker of the 20st Century. He has been Professor at New York University and at 83 years old still teaches at the Graduate Management School of Claremont University, California. This book is split up in three parts, each consisting of three-to-eight chapters. In the Introduction, Drucker clearly explains the thinking behind this "what to do" book: "It tries to develop a point of view, concepts and approaches for finding what should be done and how to go about doing it."
Part I - Understanding the Business - consists of eight chapters and stresses analysis and understanding. It deals with what Drucker terms "business realities", or the situation most likely to be found in any business at any given time. It discusses the relationship between results, resources, efforts, opportunities and expectations. It further discusses cost centers and cost structure, but also methods for understanding the business from the "outside". Chapter 8 - This Is Our Business - can be seen as a summary for this first and longest part of the book.
Part II - Focus on Opportunity - focuses on opportunities and leads to decisions. It discusses the opportunities and needs in each of the major economic dimensions of a business: making the present business effective, finding and realizing business potential, and making the future of the business today. In particular, this last issue has become a Peter F. Drucker-trademark.
The final part of the book, Part III - A Program for Performance, discusses how to translate insights and decisions into purposeful performance. This sounds simple but it is not.
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14 of 15 people found the following review helpful By A Customer on October 23, 1999
Format: Paperback
This book is very unique by its very applicability across businesses and across time. The focus of the book is to explain the economic realities behind business decisions and explain how to go about systematically analyzing your your business result areas, the inferences to draw upon, and the strategies to plan and implement.
The real force of this book becomes apparent by the very applicability of it in today's scenario of great economic and social change. Concepts like the result areas of business, and managing knowledge as the ONLY crucial economic resource of an organization are most relevant today. The book also explicitly details strategies that can be developed depending on each individual organization in times of change.
This book is a great asset to every manager! I recommend it as one of the best and most comprehensive books on business analysis and strategy.
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1 of 1 people found the following review helpful By A Customer on April 10, 2000
Format: Paperback
This relates good basic, but not necessarily obvious rules for getting results. There is some overlap with other Drucker books. But his stuff is worth reading twice, so I'm not complaining. He does seem to contradict himself, however, when he writes that what he's relating can be learned by most anyone. Then elsewhere he relates how "generals" are quite rare, suggesting leaders are born, not made. So, I'm not quite sure what to think of his take on that. But otherwise, he is the management guru of our time, and worth reading.
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1 of 1 people found the following review helpful By Omar Halabieh on August 27, 2011
Format: Paperback
As the author best puts it: "This is a what to do book. It deals with the economic tasks that any business has to discharge for economic performance and economic results." Of important note is the focus on the ultimate results which Peter stresses as the ultimate measuring stick for any activity the business undertakes.

The book is divided into three main sections. The first one, "Understanding the business", is focused on analysis and understanding. This includes discussing topics such as: revenues, resources, prospected, cost structures, customers etc. The second one, "Focus on opportunity", is focused on opportunities and how to capitalize on them. This includes topics such as: building on strength, business potential. Finally the last section, "A program for performance", focuses on the "conversion of insights...into purposeful performance". This includes discussing: business objective and strategy, organizational structure etc.

A great read on business execution/effectiveness and strategy. What sets this book apart from others is its thoroughness in addressing the various aspects that affect the company's current and future results. Numerous examples of companies are also presented to illustrate the material presented. Highly Recommended!

Below are some excerpts from the book that I found particularly insightful:

1) "There are three different dimensions to the economic task: (1) The present business must be made effective; (2) its potential must be identified and realized; (3) it must be made into a different business for a different future."

2) "...while 90 per cent of the results are being produced by the first 10 per cent of events, 90 per cent of the costs are incurred by the remaining and result-less 90 per cent of the events.
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1 of 1 people found the following review helpful By Walter H. Bock on April 26, 2007
Format: Paperback
Managing for Results is Peter Drucker's forgotten book. Here's a quote from the introduction that describes what it is about.

[The book] "deals with the economic tasks that any business has to discharge for economic performance and economic results. It attempts to organize these tasks so that executives can perform them systematically, purposefully, with understanding and with reasonable probability of accomplishment."

This is Peter Drucker at his best. He offers us a lucid analysis of what to do to increase your business' long term profitability and competitive advantage. Though the language and examples are sometimes dated, the lessons are timeless.

The book is divided into three sections. Part One is "Understanding the Business." You'll learn how to analyze a business in a way that lets you understand what we now call its "business model:" how the business makes money.

Part Two, "Focus on Opportunity," begins with these words: "Analysis of the entire business and its basic economics always shows it to be in worse disrepair than anyone expected." Drucker then offers three questions to ask as the first step in making your business effective and offers the principle of building on strength as the key to success.

The balance of Part Two discusses "Finding Business Potential" and "Making the Future Today." If you've read Drucker's Innovation and Entrepreneurship, you'll see precursors here in a more simplified form.

Part Three lays out "A Program for Performance." The first chapter in the section lays out the key decisions. The chapter on "Business Strategies" suggests four questions that any strategic plan should answer.

"To turn an entrepreneurial program into performance requires effective management.
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