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    Managing for Results: Economic Tasks and Risk-Taking Decisions
    Unavailable
    Managing for Results: Economic Tasks and Risk-Taking Decisions
    Unavailable
    Managing for Results: Economic Tasks and Risk-Taking Decisions
    Ebook180 pages4 hours

    Managing for Results: Economic Tasks and Risk-Taking Decisions

    By Peter F. Drucker

    4.5/5

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    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.
    LanguageEnglish
    PublisherElsevier Science
    Release dateJun 6, 2016
    ISBN9781483105789
    Unavailable
    Managing for Results: Economic Tasks and Risk-Taking Decisions
    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

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    • 4/5
      “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