The First-Time Manager
by Loren B. Belker | 
Managers Not MBAs
by Henry Mintzberg | 
Managing for results
by Peter F. Drucker | 
The Practice of Management
by Peter F. Drucker | 
Management: Tasks, Responsibilities, Practices
by Peter F. Drucker |
Managing Turbulent Times
by Peter F. Drucker |
Managing for dummies
by Bob Nelson | 
The Essential Drucker
by Peter F. Drucker |
Managing in a Time of Great Change
by Peter F. Drucker | 
High Output Management
by Andrew S. Grove | 
Good Boss, Bad Boss: How to Be the Best... and Learn from the Worst
by Robert I. Sutton | 
First, Break All the Rules
by Marcus Buckingham | 
The witch doctors
by John Micklethwait |
Thriving on Chaos
by Tom Peters |
The Deming Management Method
by Mary Walton | 
Become Truly Great
by Charles G. Chandler | 
The Effective Manager
by Mark Horstman | 
Zero to One
by Peter Thiel | 
The 1-Page Marketing Plan
by Allan Dib | 
Don't Make Me Think
by Steve Krug |
It seems, at first glance, like an obvious step to take to improve industrial productivity: one should simply watch workers at work in order to learn how they actually do their jobs. But American engineer FREDERICK WINSLOW TAYLOR (1856-1915) broke new ground with this 1919 essay, in which he applied the rigors of scientific observation to such labor as shoveling and bricklayer in order to streamline their work... and bring a sense of logic and practicality to the management of that work. This highly influential book, must-reading for anyone seeking to understand modern management practices, puts lie to such misconceptions that making industrial processes more efficient increases unemployment and that shorter workdays decrease productivity. And it laid the foundations for the discipline of management to be studied, taught, and applied with methodical precision.