Dick Grote, Peter Drucker

Peter Drucker’s thirty-year-old concept of creating a “manager’s letter” probably remains the best performance-management technique to use with senior executives. Each executive writes an annual letter to her superior, spelling out the objectives of her own job and those of the superior’s job as she sees them. She then sets down the performance standards she believes are being applied to her. She lists the goals … [ Read more ]

Peter Drucker

Decisions are made well only if based on a clash of conflicting views. The first rule of decision-making is that one does not make a decision unless there is disagreement. It safeguards the decision-maker against becoming a prisoner of the organization (or culture).

Peter Drucker

Communication…always makes demands. It always demands that the recipient become somebody, do something, believe something. It always appeals to motivation.

My Life as a Knowledge Worker

Peter Drucker describes seven personal experiences that taught him how to grow, change, and age. [Hat Tip to Personal MBA]

Why Management Consultants

The management consultant has come to be taken for granted. But the management consultant is an extraordinary and indeed a truly unique phenomenon.

Peter Drucker on Managerial Courage

Each product, operation, and activity should be justified every two or three years, wrote Peter F. Drucker in 1963. But that’s a hard step for managers to take.

Peter Drucker

Management by objectives works if you first think through your objectives. Ninety percent of the time you haven’t.

Drucker Archives

Archives of the life works of Peter Drucker, who has been called the “father of management” because he helped create and articulate “the concepts that have made management a field of legitimate academic inquiry and professional practice.” The site features a searchable database of citations to materials from his personal papers, a bibliography of his books, and a few articles by Drucker. Also includes a … [ Read more ]

The Daily Drucker: 366 Days of Insight and Motivation for Getting the Right Things Done

Revered management thinker Peter F. Drucker is our trusted guide in this thoughtful, day-by-day companion that offers his penetrating and practical wisdom. Amid the multiple pressures of our daily work lives, The Daily Drucker provides the inspiration and advice to meet the many challenges we face. With his trademark clarity, vision, and humanity, Drucker sets out his ideas on a broad swath of key topics, … [ Read more ]

Viewpoint: What Executives Need to Learn

Executives who understand their work in terms of a flow of information are still a very small minority. Most of us continue to use computers primarily to do things we have always done – that is, to crunch numbers. Information – which means the right knowledge to take effective action – is still something more talked about than used, partly because one cannot simply convert … [ Read more ]

Defining the Duties of the American CEO

More than just a figurehead or, in some instances, corporate scapegoat, a company’s top executive does very specific work of his own. Here’s a look at every CEO’s top tasks and responsibilities.

Adventures of a Bystander

Regarded as the most influential and widely read thinker on modern organizations and their management, Peter Drucker has also established himself as an unorthodox and independent analyst of politics, the economy, and society. A man of impressive scope and expertise, he has paved significant inroads in a number of key areas, sharing his knowledge and keen insight on everything from the plight of the employee … [ Read more ]

Peter Drucker on Making Decisions

Forget the idea that effective executives need charisma above all. In this excerpt from Harvard Business Review, Peter Drucker explains how the best executives take responsibility for their own decisions.

The New Pluralism

Ever provocative, Peter Drucker turns his attention to the “bigger” picture of social structure and the care of community amongst the pluralistic and autonomous private, public, and social sector organizations.

Peter Drucker

The first constant in the job of management is to make human strength effective and human weaknesses irrelevant. That’s the purpose of any organization, the one thing an organization does that individuals can’t do better. The second constant is that managers are accountable for results, period. They are not being paid to be philosophers; they are not even being paid for their knowledge. They are … [ Read more ]

Essential Drucker: In One Volume the Best of Sixty Years of Peter Drucker’s Essential Writings

Ever since his first book was published some six decades ago, Peter Drucker has been essential to everyone serious about the “management of an enterprise (and) the self-management of the individual, whether executive or professional, within an enterprise and altogether in our society of managed organizations.” This distinguished 30-year Claremont University professor has continuously identified critical principles in management, economics, politics, and the world in … [ Read more ]

Management Challenges for the 21st Century

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 … [ Read more ]

Peter Drucker

There is nothing so useless as doing efficiently that which should not be done.