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2.5 Peter Drucker: the management process 
Drucker
emphasised the economic objective of managers in businesses. 
Drucker argued that the manager of a business has one basic function – 
economic performance
.
In this 
respect, the business manager is different from the manager of any other type of organisation. 
Management can only justify its existence and its authority by the economic results it produces, even 
though as a consequence of its actions, significant non-economic results occur as well. 
2.5.1 Management tasks 
Drucker (1993) described the jobs of management within this basic function of economic performance 
as follows. 
(a) 
Managing a business
.
The purposes of the business are to create a customer and innovation. 
(b) 
Managing managers
.
The requirements here are: 

Management by objectives (or performance management) 

Proper structure of managers' jobs 

Creating the right spirit (culture) in the organisation 

Making a provision for the managers of tomorrow (managerial succession) 

Arriving at sound principles of organisation structure 
(c) 
Managing workers and work
A manager's performance in all areas of management, including management of the business, can be 
enhanced by a study of the principles of management, the acquisition of 'organised knowledge' (eg 
management techniques) and systematic self-assessment. 
2.5.2 Management processes 
Drucker (1989) also grouped the work of the manager into five categories. 
(a) 
Setting objectives for the organisation
.
Managers decide what the objectives of the organisation 
should be and quantify the targets of achievement for each objective. They must then 
communicate these targets to other people in the organisation. 
(b)