Management Articles by Peter Drucker

• Managing Knowledge Means Managing Oneself   view details
  

• Management Guru Peter Drucker - podcast   view details
  Podcast interview, on NPR, with Peter Drucker on management, the state of the world today and where we are headed. A profound view from Peter Drucker in his 95th year.

• The Shape of Things to Come   view details
  "We are now evolving toward structures in which rank means responsibility but not authority. And in which your job is not to command but to persuade."

• My Life as a Knowledge Worker   view details
  "The leading management thinker describes seven personal experiences that taught him how to grow, to change, and to age--without becoming a prisoner of the past"

• Peter F. Drucker Wall Street Journal Opinion Pieces   view details
  Opinion Essays by Drucker, including: The American CEO, 2004; How to Save the Family Business, 1994; The Five Deadly Business Sins, 1993; India and 'Appropriate' Technology, 1979 and Is Executive Pay Excessive?, 1977.

• The Relentless Contrarian   view details
  what's absolutely unforgivable is the financial benefit top management people get for laying off people. There's no excuse for it. No justification. No explanation. This is morally and socially unforgivable, and we'll pay a very nasty price.

• Knowledge workers are the new capitalists   view details
  "knowledge workers are highly mobile within their specialism. They think nothing of moving from one university, one company or one country to another, as long as they stay within the same field of knowledge. There is a lot of talk about trying to restore knowledge workers' loyalty to their employing organisation, but such efforts will get nowhere. Knowledge workers may have an attachment to an organisation and feel comfortable with it, but their primary allegiance is likely to be to their specialised branch of knowledge."

• Six Drucker Questions that Simplify a Complex Age   view details
  "What does the customer value? This “may be the most important question,” Drucker advised. “Yet it is the one least often asked.” This insight is especially relevant in an age where customers have more power and choice than ever before. ... But today, when knowledge work is predominant, tasks can be far more difficult to define. There is often no specific way for a knowledge worker to tackle an assignment. He or she typically has enormous discretion over what steps to take (and which ones not to take), and in what order to take them..."