Peter F. Drucker

Including interviews with Frances Hesselbein, Max De Pree, Philip Kotler, Dudley Hafner, Albert Shanker, Leo Bartel, David Hubbard, Robert Buford, and Roxanne Spitzer-Lehmann.

Major trends, society, internet, executives, big business.

"The founding father of the science of management" (Los Angeles Times). The best of Drucker's sixty years of unequaled writing on management -- including material from Management Challenges for the 21st Century (1999). Managers: Have it with you always on your PDA, Tablet PC, or dedicated e-book reader.

Suggests five questions leaders should use to evaluate their organization and make changes, covering mission, customers and their values, results, and plans.

Peter F. Drucker discusses how the new paradigms of management have changed and will continue to change our basic assumptions about the practices and principles of management. Forward-looking and forward-thinking, Management Challenges for the 21st Century combines the broad knowledge, wide practical experience, profound insight, sharp analysis, and enlightened common sense that are the essence of Drucker's writings and "landmarks of the managerial profession." --Harvard Business Review

In this collection of essays, management expert Peter Drucker examines such topics as the meaning and message of the Information Age, the implications for business in the reinvention of government, the shifting balance of power between management and labor, the differing kinds of teamwork organizations can choose, the lessons to be learned from the rise and fall and rise again of such giants as IBM and GM, where the most important jobs will be in the coming decades, why data management has become the keystone to management success, the fading boundaries between profit and nonprofit organizations, the question of in-house work versus outsourcing, the relationship between the U.S. and Japan, and the promise and perils of China.--From publisher description.

Drucker identifies and explains the practices, decisions, and priorities for achieving business performance and executive effectiveness. The books cover "the three dimensions of the successful practice of management." Managing for Results was the first book to explain business strategy. Drucker shows how the existing business has to focus on opportunities rather than problems to be effective, for it is the opportunities that will bring growth and performance. Innovation and Entrepreneurship analyzes the challenges and opportunities of America's new entrepreneurial economy. It is a superbly practical book that explains what established businesses, public service institutions, and new ventures have to know, learn, and do to prepare and create the successful business of tomorrow. In The Effective Executive, Drucker discusses the five practices and habits that must be learned for executive effectiveness. Ranging widely through business and government, he demonstrates the distinctive skill of the executive and offers fresh insights into old and seemingly obvious situations. Together these three books have sold more than a million copies; they have been published throughout the world and continue to sell actively.

Discusses the new economic forces that affect lives and livelihoods, today's changing people and their workplace surroundings, the newest management concepts and practices, and the shape of evolving organizations as they respond to increasing tasks and responsibilities.

Business guru Peter Drucker provides an incisive analysis of the major world transformation taking place, from the Age of Capitalism to the Knowledge Society, and examines the radical effects it will have on society, politics, and business now and in the coming years. This searching and incisive analysis of the major world transformation now taking place shows how it will affect society, economics, business, and politics and explains how we are moving from a society based on capital, land, and labor to a society whose primary source is knowIedge and whose key structure is the organization.

"Truman Talley books."

The measure of the executive, Peter Drucker reminds us, is the ability to "get the right things done." This usually involves doing what other people have overlooked as well as avoiding what is unproductive. Intelligence, imagination, and knowledge may all be wasted in an executive job without the acquired habits of mind that mold them into results.

"Challenging, insightful, and provocative, Peter Drucker's The New Realities anticipates the central issues of a rapidly changing world. When it was initially published in 1989, some reviewers mistakenly thought The New Realities was a book about the future, or in other words, a series of predictions. But, as indicated in the title, the book discusses realities. Drucker argues that events of the next thirty to forty years, or even further on, had already largely been defined by events of the previous half century. Thus, Drucker discusses episodes in world history that had not yet happened at the time of the book's initial publication, such as: the archaism of the hope for "salvation by society" in "The End of FDR's America"; the democratization of the Soviet Union in "When the Russian Empire is Gone"; the technology boom of the 1990s in "The Information-Based Organization"; and the evolution of management in "Management as Social Function and Liberal Art."" "Graced with a new preface by the author that discusses both reactions to the original publication of the book and how important it is for decision-makers to consider the past and present when planning for the future. The New Realities is mandatory reading for understanding politics, government, the economy, information technology, and business in an ever-changing world."--Jacket.

This important and timely book concerns the immediate future of business, society and the economy. We are, says Drucker, entering a new economic era with new trends, new markets, new currencies, new principles, new technologies and new institutions. How will managers and management deal with these new realities?This book, the author explains, "is concerned with action rather than understanding, with decisions rather than analysis." It deals with the strategies needed to transform rapid changes into opportunities; to turn the threat of change into productive and profitable action that contributes positively to our society, the economy and the individual.

Drucker's Autobiography.