000			01996cam a2200313 i 4500
001			19344879
003			OSt
005			20220527090213.0
008			161017s2017 mau 000 0 eng c
010			_a 2016041615
020			_a9781633692527 _q(pbk.)
040			_aMH/DLC _beng _cMH _erda _dDLC
042			_apcc
050	0	0	_aHD58.7 _b.D775 2017
082	0	0	_a302.35 _223
100	1		_aDrucker, Peter F. _q(Peter Ferdinand), _d1909-2005, _eauthor.
245	1	4	_aThe theory of the business / _cPeter F. Drucker.
260			_aBoston, Mass. _bHBR _c2017
300			_av, 53 pages ; _c17 cm.
490	1		_aHarvard business review classics
500			_a"Originally published in Harvard Business Review in June 2004 "--Title page verso.
520			_aPeter F. Drucker argues that what underlies the current malaise of so many large and successful organizations worldwide is that their theory of the business no longer works. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. The root cause of nearly every one of these crises is not that things are being done poorly. It is not even that the wrong things are being done. Indeed, in most cases, the right things are being done--but fruitlessly. What accounts for this apparent paradox? The assumptions on which the organization has been built and is being run no longer fit reality. These are the assumptions that shape any organization's behavior, dictate its decisions about what to do and what not to do, and define what an organization considers meaningful results. These assumptions are what Drucker calls a company's theory of the business.--
650		0	_aCorporate culture. _916166
650		0	_aStrategic planning.
830		0	_aHarvard business review classics. _95102
906			_a7 _bcbc _corignew _d1 _eecip _f20 _gy-gencatlg
942			_2ddc _cBK
999			_c10108 _d10108