A framework for improving managerial effectivenessbased on thetimeless principles of Peter Drucker Peter Drucker believed thatmanagement, at its core, is a liberal artthat it is inherently ahuman activity and, as such, must be informed by the disciplinesthat affect human character development, cooperation, performance,innovation, and change. Managers informed by philosophy,literature, law, art, psychology, and other such disciplines,according to Drucker, make the best managers. In Drucker's Lost Artof Management, the world's foremost Drucker scholar and the firstDrucker archivist investigate their subject's timeless vision tocreate a new, more effective management approach. Maciariello andLinkletter explain Drucker's vision for creating a society offunctioning organizationsa society in which citizenship andbusiness interests benefited one another. His management principleswere at the core of this vision. Each of the five chapters in thebook integrates disciplines in the liberal arts with requirementsto succe

This collection of Peter F. Drucker's essays explores theintersection between society, politics, and economics. Despite thislofty goal, however, the essays themselves remain down to earth,highly readable, and full of stories and ideas that make us thinkdifferently about the business world around us. The majority of these essays were written in the 1960s, and inthem Drucker specifically examines that turbulent decade, yieldingconclusions that are as timeless as they are fresh. He places themerger mania of the decade in the context of business history ofthe twentieth century, and arrives at fundamental questions aboutmass market economies. He questions the personal and politicalvalues of 1960s adolescents, and ends up relating them to theconcurrent rise of big complex modern institutions. He examineswith equal vigor Japan's management successes, the role of politicsand economics in American identity, and the "real" Kirkegaard.

Get ahead of the competition with some expert planning. As any business manager knows, success doesn't just happen. Ittakes hard work and planning to get the desired results. Strategicplanning is the discipline that helps businesses build on theirpresent success by analyzing all the factors that can impact thefuture and take measures to anticipate them. The Complete Idiot'sGuide(r) to Strategic Planning offers clear and concretediscussions about: ? Defining business goals in mission statements ? Proven methods to gather the information necessary to formulatea strategy ? Anticipating the competition ? Executing a strategic plan

The No Asshole Rule was awarded a Quill Award as the Best Business Book of 2007. When Robert Sutton's "No Asshole Rule" appeared in the Harvard Business Review, readers of this staid publication were amazed at the outpouring of support for this landmark essay. The idea was based on the notion, as adapted in hugely successful companies like Google and SAS, that employees with malicious intents or negative attitudes destroyed any sort of productive and pleasant working environment, and would hinder the entire operation's success. Now using case studies from these and many more corporations that have had unquestioned success using variations of "The No Asshole Rule," Sutton's book aims to show managers that by hiring mean-spirited employees - regardless of talent - saps energy from everyone who must deal with said new hires. FEATURING A NEW CHAPTER ON THE RULE AND ITS SURPRISING IMPACT! In this new version of The No Asshole Rule, Bob Sutton provides an uproarious account of the world-wide reaction to his best-se

Both Eric Schmidt and Jonathan Rosenberg came to Google as seasoned Silicon Valley business executives, but over the course of a decade they came to see the wisdom in Coach John Wooden's observation that 'it's what you learn after you know it all that counts'. As they helped grow Google from a young start-up to a global icon, they relearned everything they knew about management. How Google Works is the sum of those experiences distilled into a fun, easy-to-read primer on corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption. The authors explain how the confluence of three seismic changes - the internet, mobile, and cloud computing - has shifted the balance of power from companies to consumers. The companies that will thrive in this ever-changing landscape will be the ones that create superior products and attract a new breed of multifaceted employees whom the authors dub 'smart creatives'. The management maxims ('Consensus requires dissensio

“With good judgment, little else matters. Without it, nothingelse matters.” Whether we’re talking about United States presidents, CEOs, MajorLeague coaches, or wartime generals, leaders are remembered fortheir best and worst judgment calls. In the face of ambiguity,uncertainty, and conflicting demands, the quality of a leader’sjudgment determines the fate of the entire organization. That’s whyjudgment is the essence of leadership. Yet despite its importance, judgment has always been a fairlymurky concept. The leadership literature has been conspicuouslyquiet on what, exactly, defines it. Does judgment differ fromcommon sense or gut instinct? Is it a product of luck? Of smarts?Or is there a process for making consistently good calls? Noel Tichy and Warren Bennis have each spent decades studying andteaching leadership and advising top CEOs such as Jack Welch andHoward Schultz. Now, in their first collaboration, they offer apowerful framework for making tough calls when the sta

Tradition says there are three ways to grow a company’sprofits: Fire up the sales team with empty promises, cut costs anddownsize, or cook the books. But what if there’s a better way—a waythat nine amazingly profitable and well-run companies are alreadyembracing? Jason Jennings and his research team screened more than100,000 Amer?ican companies to find nine that rarely end up onmagazine covers, yet have increased revenues and profits by tenpercent or more for ten consecutive years. Then they interviewedthe leaders, workers, and customers of these quiet super?stars tofind the secrets of their astoundingly consistent and profitablegrowth. What they have in common is a culture—a community—based on ashockingly simple precept: Think big, but act small. It works forretailers like PETCO, Cabela’s, and O’Reilly Automotive,manufacturers like Medline Industries, service compa?nies likeSonic Drive-In, private educational companies like Strayer,industrial giants like Koch Enterprises, a

The greatest managers in the world seem to have little in common. They differ in sex, age, and race. They employ vastly different styles and focus on different goals. Yet despite their differences, great managers share one common trait: They do not hesitate to break virtually every rule held sacred by conventional wisdom. They do not believe that, with enough training, a person can achieve anything he sets his mind to. They do not try to help people overcome their weaknesses. They consistently disregard the golden rule. And, yes, they even play favorites. This amazing book explains why. Marcus Buckingham and Curt Coffman of the Gallup Organization present the remarkable findings of their massive in-depth study of great managers across a wide variety of situations. Some were in leadership positions. Others were front-line supervisors. Some were in Fortune 500 companies; others were key players in small, entrepreneurial companies. Whatever their situations, the managers who ultimately became the focus of G

Guidance on how to share information among peers to helpscompanies achieve greater success. Explains the latest managementbuzzwords, offers advice on keeping open communication withcustomers and co-workers, and maintaining a knowledge managementprogram with the future in mind. Softcover.

"Evaluating the success of an individual or company is a lotlike judging a trapper by his pelts. Charles Koch has a lot ofpelts. He has built Koch Industries into the world's largestprivately held company, and this book is an insider's guide to howhe did it. Koch has studied how markets work for decades, and hiscommitment to pass that knowledge on will inspire entrepreneurs forgenerations to come." "A must-read for entrepreneurs and corporate executives that isalso applicable to the wider world. MBM is an invaluable tool forengendering excellence for all groups, from families to nonprofitentities. Government leaders could avoid policy failures by heedingthe science of human behavior." "My father, Sam Walton, stressed the importance of fundamentalprinciples—such as humility, integrity, respect, and creatingvalue—that are the foundation for success. No one makes a bettercase for these principles than Charles Koch." "What accounts for Koch Industries' spectacular success? CharlesKoch

We live in an age of unprecedented opportunity: with ambition,drive, and talent, you can rise to the top of your chosenprofession regardless of where you started out. But with opportunity comes responsibility. Companies today aren'tmanaging their knowledge workers' careers. Instead, you must beyour own chief executive officer. That means it's up to you tocarve out your place in the world and know when to change course.And it's up to you to keep yourself engaged and productive during acareer that may span some 50 years. In Managing Oneself, Peter Drucker explains how to do it. Thekeys: Cultivate a deep understanding of yourself by identifyingyour most valuable strengths and most dangerous weaknesses.Articulate how you learn and work with others and what your mostdeeply held values are. Describe the type of work environment whereyou can make the greatest contribution. Only when you operate with a combination of your strengths andself-knowledge can you achieve true and lasting excellence

Manage the risk and maximize the reward! Risk. It's what business is all about. The key to success is toanticipating and managing the risks that can impact business. TheComplete Idiot's Guide(r) to Risk Management provides the keyinformation necessary to manage business risk successfully. ?The basic categories of business risk ?How to indentify the specific factors that affect any particularbusiness ?How to create practical risk models to plan ahead ?How to lessen the impact of risk events should they happen ?How to profit from strategic risk taking

If you're like most business leaders, innovation now tops yourcorporate agenda. But despite all the talk and excitement about theimportance of innovation, managers have so far found scant help forinnovating in a systematic way that fuels consistent growth andsustained success. In Innovation to the Core, Strategos CEO Peter Skarzynski andbusiness strategist Rowan Gibson change all that. They share theaccumulated wisdom from Strategos--the consulting firm Skarzynskico-founded with Gary Hamel that helps clients instill innovationinto their very core. Drawing on a wealth of stories and examples,the book shows how companies of every stripe have overcome thebarriers to successful, profitable innovation. You'll find partsdevoted to crucial topics--such as how to organize the discoveryprocess, generate strategic insights, enlarge your innovationpipeline, and maximize your return on innovation. Frequent hands-ontools--frameworks, checklists, probing questions--help you put thebook's ideas into action. Cra

More than a decade ago, Robert S. Kaplan and David P. Nortonintroduced the Balanced Scorecard, a revolutionary performancemeasurement system that allowed organizations to quantifyintangible assets such as people, information, and customerrelationships. Then, in The Strategy-Focused Organization, Kaplanand Norton showed how organizations achieved breakthroughperformance with a management system that put the BalancedScorecard into action. Now, using their ongoing research with hundreds of BalancedScorecard adopters across the globe, the authors have created apowerful new tool-the "strategy map"-that enables companies todescribe the links between intangible assets and value creationwith a clarity and precision never before possible. Kaplan and Norton argue that the most critical aspect ofstrategy-implementing it in a way that ensures sustained valuecreation-depends on managing four key internal processes:operations, customer relationships, innovation, and regulatory andsocial processes. The authors show how com

Companies have long engaged in head-to-head competition insearch of sustained, profitable growth. They have fought forcompetitive advantage, battled over market share, and struggled fordifferentiation. Yet in today’s overcrowded industries, competing head-on resultsin nothing but a bloody “red ocean” of rivals fighting over ashrinking profit pool. In a book that challenges everything youthought you knew about the requirements fro strategic success, W.Chan Kim and Renee Mauborgne contend that while most companiescompete within such red oceans, this strategy is increasinglyunlikely to create profitable growth in the future. Based on a study of 150 strategic moves spanning more then ahundred years and thirty industries, Kim and Mauborgne argue thattomorrow’s leading companies will succeed not by battlingcompetitors, but by creating “blue ocean” of uncontested marketspace ripe for growth. Such strategies moves—termed “valueinnovation”-create powerful leaps in value for both th

Book De*ion Managing Time delivers proven advice on how to get the right thingsdone - faster, smarter, and more efficiently From setting goals and breaking them down into tasks to creating amanageable schedule and putting it into action, this user-friendlyguide outlines proactive ways to focus on mission-critical tasks,eliminate or delegate non-priority projects, control interruptions,and avoid distractions. It is the essential guide to maximizing every manager's mostvaluable commodity. Key features Instructs readers how to: * Set goals and focus on high-priority tasks * Organize your space and save your time * Use scheduling tools that really work for you * Avoid distractions and control interruptions * Delegate effectively * Get more done in less time About Harvard Business School Press Since 1984, Harvard Business School Press has been dedicated topublishing the most contemporary management thinking, written byauthors and practitioners who are leading the way. Whether readersare seeking big-pict

This title presents a practical approach to fuel game changinggrowth through business model innovation. Transformational newgrowth remains the Holy Grail for many organizations. But a deepunderstanding of how great business models are made can provide thekey to unlocking that growth. This landmark book describes howcompanies can achieve transformational growth in new markets Or,simply put, how they can seize the white space. To step out intothe unknown and seize the white space requires a new language - anda framework with which to understand an existing enterprise and thewhite space it hopes to conquer. This book - from ClayChristensen's firm Innosight - is devoted to making game-changingbusiness model innovation a possibility. Leaving the rhetoric toothers, it provides the building blocks for creating business modelinnovation: first, by showing executives how to discover newbusiness models and then by showing them how to bring theseinnovations to market. With road-tested frameworks, analytics, anddia