An abridged and revised version of: Management : tasks, responsibilities, practices. London : Heinemann, 1974.

Preface: Management as profession and commitment; Introduction:
Chapter 1. Management and manager;

Part 1. Business Performance -
Chapter 2. The dimensions of management;
Chapter 3. Managing a business: the Sears story;
Chapter 4. What is a business?;
Chapter 5. Business purpose and mission;
Chapter 6. The power and purpose of objectives;
Chapter 7. Strategies, objectives, priorities and work assignments;
Chapter 8. Strategic planning: the entrepreneurial skill;

Part 2. Performance in the service institution -
Chapter 9. The multi-institutional society;
Chapter 10. Why service institutions do not perform;
Chapter 11. The exceptions and their lessons;
Chapter 12. Managing service institutions for performance;

Part 3. Productive work and achieving worker -
Chapter 13. The new realities;
Chapter 14. What we know (and don't know) about work, working and workers;
Chapter 15. Work and process;
Chapter 16. Controls and tools;
Chapter 17. Worker and working: theories and reality;
Chapter 18. From personnel management to the leadership of people;

Part 4. Social impacts and social responsibilities -
Chapter 19. Social impacts and social problems;
Chapter 20. The limits of social responsibility;
Chapter 21 Business and government;
Chapter 22. The ethics of responsibility;

Part 5. The manager's work and jobs -
Chapter 23 Why managers?;
Chapter 24. Design and content of managerial jobs;
Chapter 25. Developing management and managers;
Chapter 26. Management by objectives and self-control;
Chapter 27. From middle management to knowledge organization;
Chapter 28. The spirit of performance;

Part 6. Managerial skills -
Chapter 29. The effective decision;
Chapter 30. Managerial communications;
Chapter 31. Controls, control and management;
Chapter 32. The manager and the budget;
Chapter 33. The manager and the management sciences;

Part 7. Managerial organization -
Chapter 34. Structures and strategies;
Chapter 35. Work- and task-focused design;
Chapter 36. Result- and relations-focused design;
Chapter 37. The innovative organization;
Chapter 38. Top management and board;
Chapter 39. Organizational conclusions;
Conclusion: The manager of tomorrow;
Bibliography;
Glossary;
Index.