Bibliography: p. 813-818.

The alternative to tyranny -- The emergence of management -- The ma nagement boom and its lessons -- The new challenges -- The dimension s of management -- Managing a business : the Sears story -- What is a business? -- Business purpose and business mission -- The power an d purpose of objectives : the Marks & Spencer story and its lessons -- Strategies, objectives, priorities, and work assignments -- Strat egic planning : the entrepreneurial skill -- The multi-institutional society -- Why service institutions do not perform -- The exception s and their lessons -- Managing service institutions for performance -- The new realities -- What we know (and don't know) about work, w orking, and worker -- Making work productive : work and process -- M aking work productive : controls and tools -- Worker and working : t heories and reality -- Success stories : Japan, Zeiss, IBM -- The re sponsible worker -- Employment, incomes, and benefits -- "People are our greatest asset" -- Management and the quality of life -- Socia l impacts and social problems -- The limits of social responsibility -- Business and government -- Primum non nocere : the ethics of res ponsibility -- Why managers? -- What makes a manager? -- The manager and his work -- Design and content of managerial jobs -- Developing management and managers -- Management by objectives and self-contro l -- From middle management to knowledge organization -- The spirit of performance -- The effective decision -- Managerial communication s -- Controls, control, and management -- The manager and the manage ment sciences -- New needs and new approaches -- The building blocks of organization... -- ...And how they join together -- Design logic s and design specifications -- Work- and task-focused design : funct ional structure and team -- Result-focused design : federal and simu lated decentralization -- Relations-focused design : the systems str ucture -- Organization conclusions -- Georg Siemens and the Deutsche bank -- Top-management tasks -- Top-management structure -- Needed : an effective board -- On being the right size -- Managing the smal l, the fair-sized, the big business -- On being the wrong size -- Th e pressures for diversity -- Building unity out of diversity -- Mana ging diversity -- The multinational corporation -- Managing growth - - The innovative organization -- Conclusion : the legitimacy of mana gement.