Classic Advice for Today's Management Challenges Peter F. Drucker's timeless thinking on management--distilled in this series of concise essays--examines the basic questions and issues that managers face. In rapidly changing times, Drucker's legendary wisdom is even more vitally relevant, going beyond traditional thinking to insights of enduring value. The ideas and themes of this easy-to-read guide are based on direct experience and knowledge from Drucker's years as adviser to large corporations, entrepreneurial start-ups, government and nonprofit agencies, and public institutions. They are eminently practical and resonate profoundly with the challenges managers face today. Drucker offers insight and advice on perennial management issues such as: people decisions resource allocation productivity challenges innovation and risk management and other essential management topics Filled with classic, evergreen advice--"There is only one valid definition of business purpose: to create a customer"--Peter F. Drucker on Management Essentials is widely regarded as the "gold standard" for managers. Notable Quotes from Peter F. Drucker: "Management is doing things right; leadership is doing the right things." "The best way to predict the future is to create it." "Time is the scarcest resource, and unless it is managed nothing else can be managed." "There is nothing so useless as doing efficiently that which should not be done at all." "Whenever you see a successful business, someone once made a courageous decision." "Knowledge has to be improved, challenged, and increased constantly, or it vanishes." "The entrepreneur always searches for change, responds to it, and exploits it as an opportunity."
He connects these themes of today's world with his usual clear-sighted and far-reaching style to create a work which encapsulates his essential and strongest writings in one volume.Under the three headings, Drucker covers aspects such as ...
Harvard Business Review Ten Must-read Articles
have to be staffed with people capable of running with them and of turning them into results. To make knowledge workers productive requires constant attention to what management consulting firms and law firms call “assignment control.
Managing for Results: Economic Tasks and Risk-taking Decisions is a guidebook for those in management position. The book is comprised of 14 chapters that are organized into three parts.
The keys: Cultivate a deep understanding of yourself by identifying your most valuable strengths and most dangerous weaknesses; Articulate how you learn and work with others and what your most deeply held values are; and Describe the type ...
This collection of articles includes: “What Makes an Effective Executive,” “The Theory of the Business,” “Managing for Business Effectiveness,” “The Effective Decision,” “How to Make People Decisions,” “They’re Not ...
The first rule is that opportunities have to be staffed with people capable of running with them and of turning them into results . To make knowledge workers productive requires constant attention to what management consulting firms and ...
In this volume Drucker has collected twelve essays on technology and management and their relationship to, and interaction with, human society.
Until well into the seventeenth century, surgery was performed not by doctors but by barbers who, untaught and unlettered, applied whatever tortures they had picked up during their apprenticeship. Doctors, observing a literal ...
He turns familiar experience upside down to see it in new perspective. The book is full of surprises, with its fresh insights into old and seemingly trite situations.