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What Makes an Effective Executive (...

Питер Друкер

What Makes an Effective Executive (Harvard Business Review Classics)

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In his sixty-five-year consulting career, Peter F. Drucker, widely regarded as the father of modern management, identified eight practices that can make any executive effective. Leadership is not about charisma or extroversion. It’s about these practices: Effective executives ask, “What needs to be done?” They also ask, “What is right for the enterprise?” They develop action plans. They take responsibility for decisions. They take responsibility for communicating. They focus on opportunities...

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Питер Друкер

One More Time

Frederick Herzberg

One More Time

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Imagine overseeing a workforce so motivated that employees relish more hours of work, shoulder more responsibility themselves; and favor challenging jobs over paychecks or bonuses. In One More Time: How Do You Motivate Employees? Frederick Herzberg shows managers how to shift from relying on extrinsic incentives to activating the real drivers of high performance: interesting, challenging work and the opportunity to continually achieve and grow into greater responsibility. The results? An...

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Frederick Herzberg

How Management Teams Can Have a Goo...

Kathleen M. Eisenhardt

How Management Teams Can Have a Good Fight

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Conflict in the workplace is natural—and even necessary. Colleagues who challenge one another's thinking tend to consider a richer range of options, which ultimately leads to better business decisions. How Management Teams Can Have a Good Fight reveals the tactics managers can use to ensure that these healthy back-and-forth moments remain constructive and focused on the issues. Managers who embrace this kind of positive conflict will find increasingly engaged, productive...

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Kathleen M. Eisenhardt

Skills of an Effective Administrato...

Robert L. Katz

Skills of an Effective Administrator

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While there is a widespread belief that some people are born to lead, the existence of an 'ideal manager' is almost entirely a myth. Basic skills – the ones that most employees can learn – are often more important than personality traits. In Skills of an Effective Administrator , Robert L. Katz identifies the three fundamental abilities companies should seek to develop in their managers. Find out for yourself how these vital skills can be put to work today. Since 1922, Harvard...

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Robert L. Katz

How I Learned to Let My Workers Lea...

Ralph Stayer

How I Learned to Let My Workers Lead

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Are your employees like a synchronized "V" of geese in flight-sharing goals and taking turns leading? Or are they more like a herd of buffalo-blindly following you and standing around awaiting instructions? If they're like buffalo, their passivity and lack of initiative could doom your company. In How I Learned to Let My Workers Lead , you'll discover how to transform buffalo into geese-by reshaping organizational systems and redefining employees' expectations about what it takes...

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Ralph Stayer

Strategic Intent

Гэри Хэмел

Strategic Intent

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In this McKinsey Award-winning article, first published in May 1989, Gary Hamel and C.K. Prahalad explain that Western companies have wasted too much time and energy replicating the cost and quality advantages their global competitors already experience. Canon and other world-class competitors have taken a different approach to strategy: one of strategic intent. They begin with a goal that exceeds the company's present grasp and existing resources: «Beat Xerox»; «encircle Caterpillar.» Then...

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Гэри Хэмел

Do You Want to Keep Your Customers...

Don Peppers

Do You Want to Keep Your Customers Forever?

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This classic article shows how to make mass customization and efficient and personal marketing work by putting the producer and consumer in a «learning relationship.» Over time, this ongoing relationship allows your company to meet a customer's changing needs over time. Furthermore, as your company develops learning relationships with its customers, it should be able to retain their business virtually forever.

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Don Peppers

Managing Oneself

Питер Друкер

Managing Oneself

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We live in an age of unprecedented opportunity: with ambition, drive, and talent, you can rise to the top of your chosen profession regardless of where you started out. But with opportunity comes responsibility. Companies today aren't managing their knowledge workers careers. Instead, you must be your own chief executive officer. That means it's up to you to carve 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 a...

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Питер Друкер

The Discipline of Teams

Jon R. Katzenbach

The Discipline of Teams

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In The Discipline of Teams , Jon Katzenbach and Douglas Smith explore the often counter-intuitive features that make up high-performing teams—such as selecting team members for skill, not compatibility—and explain how managers can set specific goals to foster team development. The result is improved productivity and teams that can be counted on to deliver more than just the sum of their parts. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management...

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Jon R. Katzenbach

The Necessary Art of Persuasion

Jay A. Conger

The Necessary Art of Persuasion

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In an age when managers can no longer rely on formal power, persuading people is more important than ever. Persuasion is a process of learning from colleagues and employees and negotiating shared solutions to solving problems and achieving goals. In The Necessary Art of Persuasion , Jay Conger describes four essential components of persuasion and explains how to master them, providing the information you need to fulfill your managerial mandate: getting work done through others.

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Jay A. Conger

Marketing Myopia

Theordore Levitt

Marketing Myopia

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What business is your company really in? That's a question all executives should all ask before demand for their firm's products or services dwindles. In Marketing Myopia , Theodore Levitt offers examples of companies that became obsolete because they misunderstood what business they were in and thus what their customers wanted. He identifies the four widespread myths that put companies at risk of obsolescence and explains how business leaders can shift their attention to...

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Theordore Levitt

Right Game

Барри Дж. Нейлбафф

Right Game

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Business is like war: The best combatant wins while the worst loses, right? Not necessarily. Companies can succeed spectacularly without destroying others. And they can lose miserably after competing well. Exceptional businesses win by actively shaping the game they're playing, not playing the game they find. The Right Game shows you how to do this—by altering who's competing, what value each player brings to the table, and which rules and tactics players use. Since 1922, Harvard...

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Барри Дж. Нейлбафф

Control in an Age of Empowerment

Robert Simons

Control in an Age of Empowerment

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In Control in an Age of Empowerment, Robert Simons explains how to give employees the freedom to innovate while protecting your firm from loose cannons. Using powerful examples, Simons shows how to apply four powerful management «levers» to balance autonomy with control: Traditional diagnostic control systems, Belief systems, Boundary systems, and Interactive control systems. Used in concert, these four levers give you the control you need–without sacrificing the creative...

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Robert Simons

A Country Is Not a Company

Paul Krugman

A Country Is Not a Company

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Nobel-Prize-winning economist Paul Krugman argues that business leaders need to understand the differences between economic policy on the national and international scale and business strategy on the organizational scale. Economists deal with the closed system of a national economy, whereas executives live in the open-system world of business. Moreover, economists know that an economy must be run on the basis of general principles, but businesspeople are forever in search of the particular...

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Paul Krugman

Ethics Without the Sermon

Laura L. Nash

Ethics Without the Sermon

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Corporate values and corporate operations have always been dynamically intertwined, but today more than ever the trend toward focusing on the social impact of the corporation is an inescapable reality that must be factored into managerial decision making. Instead of the utopian and sometimes anticapitalistic bias that marks much of applied business philosophy, this article presents a process of ethical inquiry that is immediately accessible to managers and executives. The process begins with 12...

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Laura L. Nash

The Knowledge-Creating Company

Ikujiro Nonaka

The Knowledge-Creating Company

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In a world where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. The best companies survive by consistently creating new knowledge, disseminating it widely throughout the organization, and quickly leveraging it in their business processes and their products. In The Knowledge-Creating Company, Ikujiro Nonaka shows how your company can exploit its knowledge to continually innovate and reinvent itself in the face of relentless...

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Ikujiro Nonaka

Power Is the Great Motivator

David C. McClelland

Power Is the Great Motivator

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In this provocative exploration into the nature and value of power in organizations, authors David McClelland and David Burnham reveal how the drive for influence is essential to good management. The authors provide a wealth of counterintuitive insights about what using power really means in today's business landscape. Power Is the Great Motivator is a must-read for all managers seeking to foster high morale and a strong sense of responsibility and commitment in their...

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David C. McClelland

How to Run a Meeting

Antony Jay

How to Run a Meeting

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What makes for a great meeting? As a leader, how can you keep discussions on point and productive? In How to Run a Meeting, Antony Jay argues that too many leaders fail to plan adequately for meetings. In this bestselling article, he defines the characteristics that contribute to success, from keeping formal minutes to acknowledging junior staff first. These guidelines will help you get demonstrably better results from every meeting you run. Since 1922, Harvard...

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Antony Jay

Teaching Smart People How to Learn

Chris Argyris

Teaching Smart People How to Learn

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Why are your smartest and most successful employees often the worst learners? Likely, they haven't had the opportunities for introspection that failure affords. So when they do fail, instead of critically examining their own behavior, they cast blame outward—on anyone or anything they can. In Teaching Smart People How to Learn , Chris Argyris sheds light on the forces that prevent highly skilled employees for learning from mistakes and offers suggestions for helping talented employees...

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Chris Argyris

Pygmalion in Management

J. Sterling Livingston

Pygmalion in Management

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Numerous studies show that people will rise, or fall, to the level where their superiors believe them capable. As a manager, it is up to you to have high expectations for your employees, and to communicate those expectations to them. In Pygmalion in Management , J. Sterling Livingston urges you to understand the power you have over your subordinates' success, and use it to benefit everyone involved. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in...

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J. Sterling Livingston

The End of Corporate Imperialism

Kenneth Lieberthal

The End of Corporate Imperialism

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Hundreds of millions of people in China, India, Indonesia, and Brazil are eager to enter the marketplace. Yet multinational companies typically pitch their products to emerging markets' tiny segment of affluent buyers, and thus miss out on much larger markets further down the socioeconomic pyramid—which local rivals snap up. By applying the authors' recommendations, you can position yourself to compete innovatively in developing countries—and to unlock major new sources of revenue for...

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Kenneth Lieberthal

How to Choose a Leadership Pattern

Robert Tannenbaum

How to Choose a Leadership Pattern

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You're the boss: Should you call all the shots? Pick a course of action, then «sell» your idea to employees? Gather input from subordinates but make final decisions yourself? Let your group solve problems? Each approach has its advantages and disadvantages. How to Choose a Leadership Pattern offers strategies for selecting the best approach-depending on considerations such as your values, your subordinates' abilities, and the situation (including the degree of time pressure...

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Robert Tannenbaum

Innovation Killers

Clayton M. Christensen

Innovation Killers

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In this seminal article, innovation experts Clayton Christensen, Stephen P. Kaufman, and Willy C. Shih explore the key reasons why companies struggle to innovate. The authors uncover common mistakes companies make—from focusing on the wrong customers to choosing the wrong products to develop—that can derail innovation efforts, and offer a better way forward for management teams who want to avoid these obstacles and get innovation right. Since 1922, Harvard Business Review has been a leading...

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Clayton M. Christensen

How to Write a Great Business Plan

William A. Sahlman

How to Write a Great Business Plan

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Judging by all the hoopla surrounding business plans, you'd think the only things standing between would-be entrepreneurs and spectacular success are glossy five-color charts, bundles of meticulous-looking spreadsheets, and decades of month-by-month financial projections. Yet nothing could be further from the truth. In fact, often the more elaborately crafted a business plan, the more likely the venture is to flop. Why? Most plans waste too much ink on numbers and devote too little to...

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William A. Sahlman

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