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Most of the traditional management theories practiced today can somehow be tied to Peter Drucker. Many readers will be familiar with his work, and The Essential Drucker is filled with some of the very best of his theories on management. Readers will find that many of these practices are familiar, but by learning or relearning these proven theories and putting them into practice, readers will have a reliable foundation for effective business management.

The lessons in this book all revolve around the view that the manager is the foundation of every business and is essential to its success. The theories taught here will give readers an understanding of how to set clear objectives and measures that are proven to work.


Readers won't find any flash or fluff in this book. No cutting edge technology, no new-age thinking.

Only proven practices for running an effective business. Being an essential compilation of decades of work, the book covers a lot of ground from teaching the basics of management to innovation and marketing. But the most valuable lessons here for readers are some of the most basic, but effective, tenets of effective management that are as relative today as they were 40 years ago.

Sales and marketing

  • The purpose of a business is to create and serve a customer.
  • The result of a business is a satisfied customer.
  • What does the customer want to buy?
  • What are the satisfactions that the customer looks for, values and needs?

Many readers will see these points as common knowledge. But by revisiting these familiar themes, and learning why they work and how they are used effectively should be of value to any reader. Professional basketball players certainly know how to play the game, but the best ones practice the fundamentals over and over. Professional business management is no different.

"Every enterprise is a learning and teaching institution. Training and development must be built into it on all levels—training and development that never stop."

Human resources

  • The first sign of decline in an industry is the loss of appeal to qualified, able and ambitious people.
  • One does not manage people: the task is to lead people; and the goal is to make productive the specific strengths and knowledge of each individual.
  • Workers need motivation; motivation comes from having a "challenge."
  • Pick people well: the decisions about people are the most important ones.

A lot of readers will probably think, again, that much of this is common sense, that they have heard similar advice over and over. But that is the point. These basic elements get repeated because they work and because it's a rare business or manager that can honestly say they follow these proven rules of business consistently. This book will get readers back to the basics they may have forgotten, or "forgotten" to use!

Readers will learn about strategy, individual success, and time management. They will learn effective lessons in communication and leadership. But most of all, readers will learn how to keep things running smoothly, keep employees and customers happy, and what keeps a business on solid ground.