Reaching back as far as 1954 with his treatise "Management by Objectives and Self-Control" ("Each manager, from the 'big boss' down to the production foreman or the chief clerk, needs clearly spelled-out objectives" that clarify expected contributions "to the attainment of company goals in all areas of the business"), Drucker's now-established ideas take on a surprising new relevancy when remixed equally pioneering ideas from the 1960s, '70s, '80s, and '90s. Between the thoughtful "Management as Social and Liberal Art" through the provocative "From Analysis to Perception--The New Worldview" (both originally published in 1988's The New Realities), this book revisits some of modern management's most inspired writing and presents it in a way that should appeal to both newcomers and those needing a refresher course on Drucker's basic beliefs. --Howard Rothman

Product Description

Father of modern management, social commentator, and preeminent business philosopher, Peter F. Drucker analyzed economics and society for more than sixty years. Now for readers everywhere who are concerned with the ways that management practices and principles affect the performance of organizations, individuals, and society, there is The Essential Drucker—an invaluable compilation of essential materials from the works of a management legend.

Containing twenty-six core selections, The Essential Drucker covers the basic principles and concerns of management and its problems, challenges, and opportunities, giving managers, executives, and professionals the tools to perform the tasks that the economy and society of tomorrow will demand of them.

As great as his ideas about management are, his observations about how to think are even more valuable. The book contains no material from his autobiography, Adventures of a Bystander. You cannot hope to fully appreciate this material until you read that book.

What the book does contain is a fairly easy to follow series of 26 excerpts from the ten books, organized into three sections: Management, Individual, and Society. These books date back to 1954, so you get an overview of part of his work over the last 47 years. This overview will mainly be valuable to managers who have read very little Drucker, since there is essentially no new material in the book. The excerpts are also not connected by any transitions, so there is no additional perspective available from the book's organization.

Here are the sources of the chapters:

The New Realities, Chapters 1 and 26;

Management: Tasks, Responsibilities, Practices, Chapters 2, 3, 5, and 18;

Managing for the Future, Chapters 4 and 19;

Management Challenges for the 21st Century, Chapters 6, 15, 21;

Managing in a Time of Great Change, Chapters 7 and 23;

Practice of Management, Chapter 8;

Frontiers of Management, Chapter 9;

Innovation and Entrepreneurship, Chapters 10-12, 20, and 24;

The Effective Executive, Chapters 13, 14, 16, and 17; and

Post-Capitalist Society, Chapters 22 and 25.

If you are not familiar with Professor Drucker, he is generally considered to be the first person to think systematically about what management is and needs to become. He was also the first to identify that we were moving into a knowledge-based society where the focus of work and the ways that work is organized would have to be totally transformed. His definition of what a business must do is the most often quoted one around: "The purpose of a business is to create a customer." Innovation and marketing are the prime tasks. The book is especially deep in references to his seminal thinking on how to innovate and to operate entrepreneurial businesses. He was also the first twentieth century thinker to see the connection between management of for profit and nonprofit organizations, and that both types of organizations are needed in growing numbers for a sound society. This book is also deeply presents his thinking about the social responsibility of business.

I am still impressed by how substantial his imprint is on all management books that I read. Whether or not Professor Drucker is cited, credited, or admired in these books, almost all of them are simply restatements or elaborations on his fundamental concepts. I hope this edition of his work will help extend his influence further into the future with new generations of executives and managers.

After you finish reading these landmark ideas, I suggest that you think about one element of the book from the individual section. What values do you want to bring to your work? Are you succeeding? If yes, congratulations! How can you accomplish more? If not, what can you change to make those values come to life?

Use your work as a canvas upon which to paint a better world, as Professor Drucker has!

An excellent compilation of Drucker's best works. A must read for every manager.   December 28, 2005
Avinash Sharma (Toronto)
56 out of 57 found this review helpful

The late Peter F. Drucker invented the discipline that we know as Management. This book is an excellent compilation of his best works, written over six decades and published in journals, magazines and over 30 books.
I am amazed at the breadth and depth of this compilation. It includes several topics (categorized in sections for Management, The Individual and Society). In the first few chapters Drucker defines management through its tasks and states that "there is only one valid definition of business purpose: to create a customer" (page 20). In the other chapters you will learn Management by Objectives (MBO), the process of making effective decisions, the importance of focusing on contributions and results, get introduced to the "knowledge worker" (page 304), a term Drucker created in the 60s, and learn about the "post-capitalist society" with knowledge as the central resource (page 288). This book has five chapters on Innovation & Entrepreneurship. And more.
While there is a lot of wisdom in each chapter, I will share below my thoughts from 4 chapters that were originally published in "The Effective Executive" (1966):
In Chapter 13: Effectiveness must be Learned, Drucker explains the diferrence between efficiency and effectiveness - efficiency is doing things right; effectiveness is doing the right things. For manual work, efficiency was enough. In today's world, the center of gravity has shifted from the manual worker to the "knowledge worker". For knowledge work, effectiveness is more important than efficiency.
An executive is ... a knowledge worker who is ... responsible for contributions (decisions, actions) ... that have significant impact on ... performance and results of the whole organization (derived from Chapter 13).
In Chapter 14: Focus on Contribution, Drucker stresses the importance of focusing outward, on contributions and results; as opposed to downward, on efforts. He then discusses the four basic requirements of effective human relations - communication, teamwork, self-development and development of others.
In Chapter 16: Know Your Time, Drucker explains time-diagnosis with questions for the executive:
a. What would happen if this were not done at all?
b. Which activities could be done by somebody else just as well, if not better?
c. (ask others) What do I do that wastes your time without contributing to your effectiveness?
Drucker then explains the identification of time wasters caused by - a lack of system, overstaffing, bad organization structure and malfunction in information. He also states that "Time is the scarcest resource, and unless it is managed, nothing else can be managed".
In Chapter 17: Effective Decisions, Drucker explains the decision process in five steps:
a. Determine whether the problem is generic or unique
b. Specify the objectives of the decision and the conditions it needs to satisfy
c. Determine the right solution that will satisfy the specifications and conditions
d. Convert the decision into action
e. Build a feedback process to compare results with expectations
He states that "No decision has been made unless carrying it out in specific steps has become someone's work assignment and responsibility. Until then, there are only good intentions". He then explains the importance of creating disagreement, rather than consensus. He states that disagreement provides alternatives and stimulates imagination and that "The first rule in decision making is that one does not make a decision unless there is disagreement".
This book is an excellent introduction to management. As you may have guessed from the quotes, it contains many of the most famous Druckerisms. I recommend this book as a must read to every manager and anybody interested in management.


Compendium of 60 Yrs. of Managerial Research/Reflection   June 30, 2001
rodboomboom (Dearborn, Michigan United States)
40 out of 42 found this review helpful

There probably does not exist a major league manager who has not been influenced by Drucker. This is a compilation of his books spanning his career thus far on the topic of management.

Drucker is always tight in his style and words with thoughts that at first make one sit up and take notice.

The first chapter sets the tone for the rest. This quote says it all: "Actually, waht is our business? is almost always a difficult question and the right answer is usually anything but obvious. The answer to the question, What is our business? is the first responsibility of top management. That business purpose and business mission are so rarely given adequate thought is perhaps the single most important cause of business frustration and business failure."

To his vast experience and knowledge, it is so refreshing to here him denounce profitability as a myth for the purpose of any business. He calls it irrelevant. Of the highest relevancy for Drucker are two basic functions: makerting and innovation.

Hurray, say all the marketing types! Wish the top management could join in the understanding.

Drucker's views are wide open to reality searching with broad vision over the world panorama. This book is exceptional collection of some of Drucker's best writing. Well chosen for their punch and coverage of such a vital, modern topic as management, this book will serve practioners as well as those who desire an understanding of the topic.


Grandfather of management science for today   January 10, 2006
B. Rossen (Netherlands)
13 out of 13 found this review helpful

For a long time I had been intending to read something of Drucker. He is, after all, the grandfather of management science. But I kept putting it off, for I am a busy executive and need answers to my current management problems. The old man, I thought, would have less to tell me then, say, Roberts in "The Modern Firm" (which is an excellent book) or some of my internal reports.

"The Essential Drucker" it seemed, would be the right way to do my duty to history. Here I could quickly peruse a medley of the Drucker's outdated thoughts, and move on.

Oh how wrong I was.

Drucker's writing is as fresh and relevant today as when first written. His prescient insights foreshadow many recent works. Indeed, I found the essence of Tom Collins in the first few chapters; condensed and not said in quite the same way, of course, but the principle insights were the same. Drucker has reminded me that fundamental truths are timeless.

And there is something else I especially like; the tone. Drucker writes like a commander. He has confidence - not a blaring promotional edge - but a sense of solidity and authority that comes from saying things meaningful, clear, practical, logical; things from someone with his feet firmly on the ground.

Don't miss this book if you are not sure of where to start with Drucker. It may whet your appetite for more Drucker.


The "Essentials" (Thus Far)   December 31, 2001
Robert Morris (Dallas, Texas)
14 out of 16 found this review helpful

It is worth noting that the selections in this volume were made by Drucker himself from books and articles written during a 60-year career, one which continues in his 93rd year. According to Drucker, this volume has two purposes: "First, it offers, I hope, a coherent and fairly comprehensive Introduction to Management. But second, it gives an Overview of my works on management and thus answers a question that my editors and I have asked again and again. Where do I start to read Drucker? Which of his writings are essential?" The material is divided within three parts: Management, The Individual, and Society. In all of what Drucker has published thus far, he either asserts or implies that the profession of management has obligations to society in general (indeed to the global human community) as well as to any one organization. Indeed, he entitles another of his works The Profession of Management. The title of Drucker's first chapter in this volume suggests this: "Management as Social Function and Liberal Art." The title of the final chapter is "From Analysis to Perception -- The New Worldview." As always, Drucker has one eye on the task at hand and the other on the future. All of the material in this volume is first-rate. It remains for each reader to determine which material is of greatest relevance to her or his specific needs and interests. Other reviewers may wish to quibble with Drucker about some of his selections. Be my guest.