依据《出版管理条例》，本书个别内容与中国实际情况不符，已做适当处理(如涂抹)，但不影响整体正常阅读(介意者慎拍)。此属正常情况，请事先知悉，以免给您带来不便。特此说明。

书名：The Daily Drucker 德鲁克日志
作者：Peter F. Drucker彼得·德鲁克
出版社名称：HarperBusiness
出版时间：2011
语种：英文
ISBN：9780062089243
商品尺寸：14 x 2.8 x 18.7 cm
包装：平装
页数：448

The Daily Drucker《德鲁克日志》采撷了“现代管理学之父”德鲁克先生毕生作品的精华，向我们提供了理解德鲁克思想的金钥匙。它不仅仅是对德鲁克一生精髓的回顾，更是一本行动手册。正如德鲁克自己写到的：“书中每页下端的‘行动指南’是本书中非常重要的。”相信读者能够从中汲取灵感，从而改善自身的行动、决策以及决策的成效。
推荐理由：
1.德鲁克先生毕生作品的精华；
2.日志形式，一日一页，有阅读节奏感；
3.相对于长篇累牍的作品，更容易随时随地阅读。

Revered management thinker Peter F. Drucker is our trusted guide in this thoughtful, day-by-day companion that offers his penetrating and practical wisdom. Amid the multiple pressures of our daily work lives,The Daily Drucker provides the inspiration and advice to meet the many challenges we face. With his trademark clarity, vision, and humanity, Drucker sets out his ideas on a broad swath of key topics, from time management, to innovation, to outsourcing, providing useful insights for each day of the year.
These 366 daily readings have been harvested from Drucker’s lifetime of work. At the bottom of each page, the reader will find an action point that spells out exactly how to put Drucker’s ideas into practice. It is as if the wisest and most action-oriented management consultant in the world is in the room, offering his timeless gems of advice. The Daily Drucker is for anyone who seeks to understand and put to use Drucker’s powerful words and ideas.

Review
“Drucker... is the original management guru. Many still consider him the best...The short, snappy format will be appreciated by today’s time-challenged business readers: one page with an idea for every day of the year... Overall, it is accomplished admirably.” —USA Today

彼得·德鲁克，1909年生于维也纳，1937年移居美国，终身以教书、著书和咨询为业，是当代国际上著名的管理学家，被称为“大师中的大师”。在美国他曾担任由美国银行和保险公司组成的财团的经济学者，美国通用汽车公司、克莱斯勒公司、IBM公司等大企业的管理顾问。为纪念其在管理领域的杰出贡献，克莱蒙特大学的管理研究生院以他的名字命名——彼得·德鲁克管理研究生院。他的著述颇丰，包括《管理的实践》、《卓有成效的管理者》、《管理：使命、责任、实务》、《旁观者》等几十部著作，已传播到全世界130多个国家。其中《管理的实践》一书奠定了他作为管理学科开创者的地位，而《卓有成效的管理者》已成为全球管理者的经典读物。2002年6月，美国总统布什宣布彼得·德鲁克成为当年“总统自由勋章”的获得者，这是美国公民所能获得的很高荣誉。

Peter F. Drucker is considered the most influential management thinker ever. The author of more than twenty-five books, his ideas have had an enormous impact on shaping the modern corporation. Drucker passed away in 2005.

The proof of the sincerity and seriousness of a management is uncompromising emphasis on integrity of character. This, above all, has to be symbolized in management’s “people” decisions. For it is character through which leadership is exercised; it is character that sets the example and is imitated. Character is not something one can fool people about. The people with whom a person works, and especially subordinates, know in a few weeks whether he or she has integrity or not. They may forgive a person for a great deal: incompetence, ignorance, insecurity, or bad manners. But they will not forgive a lack of integrity in that person. Nor will they forgive higher management for choosing him.
This is particularly true of the people at the head of an enterprise. For the spirit of an organization is created from the top. If an organization is great in spirit, it is because the spirit of its top people is great. If it decays, it does so because the top rots; as the proverb has it, “Trees die from the top.” No one should ever be appointed to a senior position unless top management is willing to have his or her character serve as the model for subordinates.
ACTION POINT: Evaluate the character of the CEO and top management when considering a job offer. Align yourself with people who have integrity.

Futurists always measure their batting average by counting how many things they have predicted that have come true. They never count how many important things come true that they did not predict. Everything a forecaster predicts may come to pass. Yet, he may not have seen the most meaningful of the emergent realities or, worse still, may not have paid attention to them.There is no way to avoid this irrelevancy in forecasting, for the important and distinctive are always the result of changes in values, perception, and goals, that is, in things that one can divine but not forecast.
But the most important work of the executive is to identify the changes that have already happened. The important challenge in society, economics, politics, is to exploit the changes that have already occurred and to use them as opportunities. The important thing is to identify the “future that has already happened”—and to develop a methodology for perceiving and analyzing these changes. A good deal of this methodology is incorporated in my 1985 book Innovation and Entrepreneurship, which shows how one systematically looks to the changes in society, in demographics, in meaning, in science and technology, as opportunities to make the future.
ACTION POINT: Identify the major trends in your market that have already appeared. Write a page on their likely longevity and impact on your life and organization.