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For those of you who never bothered to pay attention to your mother, perhaps you'll listen to Peter Drucker, the father of modern management, instead.

This cheeky thought has crept into my head a couple of times in the last few weeks as I've noticed a run of stories about etiquette (or lack thereof) in the workplace. Most recently, there was the case study posted on this Web site (BusinessWeek.com, 8/12/08) about a worker who had to deal with a boorish boss.

And just… more

When the House passed legislation in late June that expanded protections for disabled people, it marked an important step forward on an important issue. But what the workplace needs, even more than a new law, is an old insight -- one first offered by Peter Drucker more than 40 years ago.

"To make strength productive is the unique purpose of organization," Drucker wrote in his 1967 classic, The Effective Executive. "It cannot, of course, overcome the weaknesses with which each of… more

Lyndon Johnson occupied the White House when KeyCorp first began raising its dividend. The Beatles topped the pop charts. Martin Luther King Jr. led tens of thousands of civil rights marchers through Alabama.

For 43 straight years, the company's annual payout climbed, "a record we were extremely proud of," in the words of KeyCorp Chief Executive Henry Meyer. That is, until earlier this month. The Cleveland bank, slammed by the weak housing market and an adverse tax ruling, announced that it… more

As Barack Obama claimed the Democratic nomination for President last week, pundits were quick to credit any number of factors in his vanquishing of the once-vaunted Clinton political machine: Obama's rock-star charisma, his scintillating speechmaking, what he himself has described as his "almost spooky good fortune."

But I chalk it up, in large measure, to one thing: his superior ability -- or at least his advisers' superior ability -- at management, Peter Drucker-style.

In fact, it was almost as if the Obama… more

Thirty-five years ago, in his classic Management: Tasks, Responsibilities, Practices, Peter Drucker declared that the means by which most people had long run their organizations -- through a mix of perks and punishment, rewards and reprimands -- was all but dead.

"The basic fact," Drucker wrote, "is that the traditional... approach to managing, that is the carrot-and-stick way, no longer works."

It was striking, then, to read a few weeks ago of Whirlpool's decision to suspend 39 workers who had claimed to… more

John D. Rockefeller has been described in many different ways: as greedy and cutthroat, as munificent and caring, as "solitary, taciturn, remote, and ascetic," in the words of author Daniel Yergin. But as a manager, perhaps Rockefeller's most indispensable quality was this: He was uncompromisingly forward-looking.

It was Rockefeller, more than any single figure, who helped revolutionize the way people in the 19th century illuminated their homes, hastening the shift from costly whale oil to kerosene -- a fuel that was,… more

Of all of Peter Drucker's achievements -- advising captains of industry and heads of state, coining the term "knowledge worker," winning the Presidential Medal of Freedom -- the most remarkable may be this: In 1974, his 800-plus-page tome, Management: Tasks, Responsibilities, Practices, vaulted past The Joy of Sex on the national best seller list.

Last week, HarperCollins released a revised edition of Management. And regardless of whether it winds up eclipsing Bonk, the latest hot-selling volume on the physiology and psychology… more

In the summer of 1985, an executive named Peter Bavasi pored over a Harvard Business Review article by Peter Drucker in which the great management thinker described the "widow maker" -- a job so inherently impossible that it was apt to defeat even the best and brightest.

Drucker's warning, "Any job that ordinarily competent people cannot perform is a job that cannot be staffed," was especially ominous for Bavasi. He had, you see, just become president of the Cleveland Indians, a… more

Long before so much of the nation became fixated on what was being preached inside black churches on Sunday mornings, Peter Drucker would go on occasion and listen for himself.

It was the late 1930s, and Drucker had just landed in New York, having fled the Nazis. Whenever he happened to spend the weekend in Washington, Drucker recalled years later, he would sneak into Rankin Chapel to be "shaken and moved" by Howard Thurman, the chaplain at Howard University. His was… more

A couple of weeks ago, Berkshire Hathaway Chairman Warren Buffett officially put the kibosh on what many an investor must have regarded as the ultimate succession plan: "I've reluctantly discarded the notion of continuing to manage the portfolio after my death -- abandoning my hope to give new meaning to the term 'thinking outside the box,'" Buffett, 77, wrote in his annual letter to shareholders.

Despite his tongue-in-cheek approach, Buffett touched on one of the most important issues an enterprise faces:… more