The Executive in Action: Three Drucker Management Books on What to Do and Why and How to Do It

Amazon link: The Executive in Action: Three Drucker Management Books on What to Do and Why and How to Do It

#Note the number of books about Drucker ↓

My life as a knowledge worker

Drucker: a political or social ecologist ↑ ↓

“I am not a ‘theoretician’;

through my consulting practice

I am in daily touch with

the concrete opportunities and problems

of a fairly large number of institutions,

foremost among them businesses

but also hospitals, government agencies

and public-service institutions

such as museums and universities.

And I am working with such institutions

on several continents:

North America, including Canada and Mexico;

Latin America; Europe;

Japan and South East Asia.

Still, a consultant is at one remove

from the day-today practice —

that is both his strength

and his weakness.

And so my viewpoint

tends more to be that of an outsider.”

broad worldview ↑

#pdw larger ↑ ::: Books by Peter Drucker ::: Rick Warren + Drucker

Books by Bob Buford and Walter Wriston

Global Peter Drucker Forum ::: Charles Handy — Starting small fires

Post-capitalist executive ↑

Learning to Learn (ecological awareness ::: operacy)

The MEMO they don’t want you to see

“Three complete Drucker management books in one volume — Managing for Results, Innovation and Entrepreneurship, and The Effective Executive with a new preface by the author.

In his preface, Peter F. Drucker says: “These three books should enable executives — whether high up in the organization or just beginning their career

— to know the right things to do;

— to know how to do them; and

— to do them effectively.

Together, these three books provide The Toolkit for Executive Action.”

Drucker identifies and explains the practices, decisions and priorities for achieving business performance and executive effectiveness.

These 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 businesses 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.

These are essential works for the executive and manager by “the dean of this country’s business and management philosophers.”

—Wall Street Journal

“The greatest danger in times of turbulence is not turbulence; it is to act with yesterday’s logic”. — Peter Drucker

The shift from manual workers who do as they are being told — either by the task or by the boss — to knowledge workers who have to manage themselves ↓ profoundly challenges social structure …

“Managing Oneself (PDF) is a REVOLUTION in human affairs.” … “It also requires an almost 180-degree change in the knowledge workers’ thoughts and actions from what most of us—even of the younger generation—still take for granted as the way to think and the way to act.” …

… “Managing Oneself is based on the very opposite realities: Workers are likely to outlive organizations (and therefore, employers can’t be depended on for designing your life), and the knowledge worker has mobility.” ← in a context

These pages are attention directing tools for navigating a world moving relentlessly toward unimagined futures.

What’s the next effective action on the road ahead

It’s up to you to figure out what to harvest and calendarize
— working something out in time (1915, 1940, 1970 … 2040 … the outer limit of your concern) — nobody is going to do it for you.

It may be a step forward to actively reject something (rather than just passively ignoring) and then working out a plan for coping with what you’ve rejected.

Your future is between your ears and our future is between our collective ears — it can’t be otherwise. A site exploration starting point → The memo THEY don't want you to see

What needs doing?

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