000			02301cam a22003618i 4500
999			_c486834 _d486834
001			19344879
003			US-DLC
005			20171016072540.0
008			161017s2017 mau 000 0 eng c
010			_a 2016041615
020			_a9781633692527 _q(pbk.)
040			_aMH/DLC _beng _cMH _erda
042			_apcc
049			_aAlfaisal Main Library
050	0	0	_aHD58.7 _bD775 2017
100	1		_aDrucker, Peter F. _q(Peter Ferdinand), _d1909-2005, _eauthor.
245	1	4	_aThe theory of the business / _cPeter F. Drucker.
260			_c2017
263			_a1705
264		1	_aBoston, Massachusetts : _bHarvard Business Review Press, _c[2017]
300			_a53 pages cm
336			_atext _2rdacontent
337			_aunmediated _2rdamedia
338			_avolume _2rdacarrier
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.
650		0	_aStrategic planning.
655		0	_2local _94 _aPrint books.
830		0	_aHarvard business review classics.
942			_2lcc _cBOOKS