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Stephen Covey's leadership training book is widely recognized as one of the best-selling business books of all time. Next The Six Sigma Way: How GE, Motorola and other Top Companies are Honing Their Performance (2000), by Peter S.
This slender work, a parable of mice and (little) men in a maze, can be read in 30 minutes, max.
Before Douglas McGregor's seminal work on management, employees were often presumed to be lazy and unmotivated.
The E-Myth Revisited: Why Most Small Business Don't Work and What to Do about It (1985), by Michael E. Gerber's small business management guide is often called an underground success, but its passionate following has grown far beyond the usual definition of a cult. Handy's 1989 book made a powerful case for what might then have been called, without irony, outside-the-box business thinking.
Competitive Strategy: Techniques for Analyzing Industries and Competitors (1980), by Michael E.
For three decades, Michael Porter's Competitive Strategy has been the starting point for managers wanting to maximize profitability within a competitive marketplace.
Gerber's small business management guide is often called an underground success, but its passionate following has grown far beyond the usual definition of a cult.
Over a career that spanned nearly 60 years before he died in 2005 at age 95, Peter Drucker single-handedly invented the field of management theory. First, Break All the Rules encourages managers to personalize and break away from traditional, one-size-fits-all leadership techniques.



Most of them are forgettable, but here are 25 that changed the way we think about management — from the iconic "How to Win Friends and Influence People" to groundbreaking tomes like "Guerilla Marketing" and quick reads like the "The One Minute Manager". Like TIME on Facebook for more trusted news analysis, award-winning multimedia & behind-the-scenes looks with TIME editors. As a result, conventional wisdom held, management must goad workers into becoming productive cogs in the machine. Handy, then a visiting professor at the London Business School, described dramatic social changes going on in everyday life and in the workplace. Stanford business professor Jerry Porras and Good to Great author Jim Collins found that, contrary to popular belief, the companies that blow competitors out of the water aren't so much driven by sexy leaders or staunch focus. The Harvard Business School professor's five basic competitive forces, which condense and simplify the complexity of industry competition, are as relevant today as they were in 1980. For most of the last half of the 20th century, he was the superstar CEO's go-to guru, counseling everyone from Alfred Sloan to Andy Grove.
But the epiphany that grew into this book came to Peter Senge one morning while meditating. Instead, the book is a tour de force on confidence building packaged into seven easily digestible maxims. Nonetheless, there is a cult of Cheese, composed of readers (some of them CEOs) who extol the virtues of this book and say that it has changed their lives and workplaces. Gerber dispels the myth by showing that, in addition to being a technician, a successful business owner must be an effective manager (who excels at systematizing the company's profitable work) and entrepreneur (who has a vision for the company's future). Gerber dispels the myth by showing that, in addition to being a technician, a successful business owner must be an effective manager (who excels at systematizing the company's profitable work) and entrepreneur (who has a vision for the company's future).


Among the tome's other takeaways: Treat employees like individuals, set specific outcomes, but not the process, and focus on employee strengths instead of calling out weaknesses.
There is good advice throughout that could help you in your professional life, but that wasn't among Covey's obvious intentions. Truckloads of books have been handed out by top executives who hope to make their employees more flexible than Hem, the intransigent character who bellows the title line when faced with changed circumstances. While not clearly on the side of Theory Y, McGregor seems to lean toward the idea that management should ultimately set the workplace conditions to allow people to not only do well at work, but to want to do well. Drucker had no time for discussing who moved your cheese, and his insights were distinctive for being simultaneously crystalline yet deeply contrarian ? and, frequently, a generation ahead of their time. The first four disciplines focus on developing individual focus, building a shared vision, and communicating as a team. The book also has its share of detractors, in the form of parodies with names like "Who Cut the Cheese?" But Johnson, also the co-author of The One Minute Manager, is undoubtedly laughing all the way to the bank; Cheese is the bestselling business book of all time, with more than 20 million copies sold. The compelling ideas the author introduces have since become a means of assessing and nurturing an employee's behavior and management skills.
2 boils down to focusing on your goals — hasn't seemed to blunt the book's continuing popularity. With 30 books to choose from, it's probably best to start with The Essential Drucker, a potent 26-piece collection selected by Drucker himself in 2001 as a comprehensive representation of his life's work.



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