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Book's Description
This book gathers together Peter Drucker's articles from Harvard Business Review and frames them with a thoughtful introduction from the Review's Editor Tom Stewart. One of this century's most highly regarded students of management; Drucker has sought out, identified, and examined the most important issues confronting managers, from corporate strategy to management style to social change. Through his unique lens, this volume gives us the rare opportunity to trace the evolution of the great shifts in our workplaces, and to understand more clearly the role of managers.
Customer Reviews
A compendium of business wisdom which should be in every business library collection ,04/07/2006
If the name of Peter Drucker sounds familiar, it should: he's inspired managers with his works for nearly half a century, with his articles in Harvard Business Review - gathered here for the first time under one cover and offering his best works to audiences of business learners. From how to remain productive throughout your work life and choose careers which are lasting to learning how and when to make changes, Classic Drucker is a compendium of business wisdom which should be in every business library collection.
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Wisdom for the ages ,05/01/2007
I found the chapter on self-management alone to be worth the price of the book.
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Great management book ,24/09/2007
This is one of the best management books I've ever read. Despite the articles being written 10 - 20 years ago, they are still relevant. Drucker uses good examples to illustrate his points, and avoids the word "synergy."
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Simplicity on the other side of complexity ,20/06/2006
To me, one of Peter Drucker's greatest strengths as a business thinker is his ability to cut to the proverbial "bone" when sharing an insight about an especially complicated subject. This unique talent illustrates what Oliver Wendell Holmes meant when observing that he didn't "care a fig about simplicity on this side of complexity" but greatly admired simplicity "on the other side of complexity." Given Holmes' observation, consider these three prime examples of "classic Drucker":
In 1963: "There is surely nothing quite so useless as doing with great efficiency what should not be done at all." (Managing for Business Effectiveness, page 83)
In 1995: "EVA [economic value added] is based on something we have known for a long time: what we generally call profits, the money left to service equity, is usually not profit at all. Until a business returns a profit that is greater than its cost of capital, it operates at a loss...By measuring the value added among all costs, including the cost of capital, EVA measures, in effect, the productivity of all factors of production." (The Information Executives Truly Need, page 107)
In 1988: "Information-based organizations, in other words, require clear, simple, common objectives that translate into particular actions. At the same time, however, as these examples dicate, information-based organizations also need concentration on one objective or, at most, on a few. Because the `players' in an information-based organization are specialists, they cannot be told how to do their work...So [such an organization] must be structured around goals that clearly state management's performance expectations for the enterprise and for each part and specialist and around organized feedback that compares [and contrasts] results with these performance expectations so that every member can exercise self-control. The other requirement of an information-based organization is that everyone takes informatio
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