• Inc. Magazine
"A magazine for growing companies."
good management articles and management book reviews

• Management Library.com
"IOMA's Management Library is a leading research database of best-practice management strategies. This Library is comprised of proprietary information from IOMA's 48+ specialized publications. IOMA's Management Library includes survey data, case studies, analyses and, best of all, practical, how-to advice not found anywhere else."

• Management Review (defunct 2000)
American Management Association

• Operations, Production & Economics Library (MCB University Press)
"Collection of fifteen highly regarded, international journals presented as one comprehensive online database" subscruption, free trial

Industrial Management & Data Systems
Integrated Manufacturing Systems
International Journal of Agile Management Systems
International Journal of Manpower
International Journal of Operations & Production Management
International Journal of Physical Distribution & Logistics Management
International Journal of Social Economics
International Journal of Service Industry Management
International Journal of Sociology & Social Policy
Industrial Management & Data Systems
Integrated Manufacturing Systems
Journal of Economic Studies
Logistics Information Management
Work Study
World Class Design to Manufacture (archive only)

• Training and Development Magazine
American Society for Training and Development
(online articles and links)

• Workforce Magazine Online

• The Workplace Column
The Gallup Organization
"A Weekly Summary of Gallup's Discoveries About Great Managers and Great Workplaces"

• Drucker, Peter F(erdinand)
Encyclopedia Britannica

* A tale of two brains:Gender power for competitive advantage by Jayne Buxton
Help Desk Online, July, 00
"According to a recent survey of 2,500 managers from 400 firms across the United States, female managers outperform male managers on almost every level. Researchers observed that female managers were more sympathetic and caring towards their staff, better at teamwork, superior planners and decision-makers, and more proficient at difficult technical tasks - all attributes that contributed to their higher overall ratings in comparison with their male counterparts."

• Gallup's Discoveries about Building Brand Loyalty by Dr. Bill McEwen
Gallup, The Brand Management Column, June 19, 2025
"Marketing 101 teaches the four "P's": product, price, place promotion. But… there is a fifth "P" that is so dominant that it overshadows the other four… people are a much more powerful differentiator than other factors. People are potentially the Holy Grail of relationship marketing - a meaningful brand differentiator that is sustainable in the face of competition."

! Why Can't We Get Anything Done? by Alan M. Webber
Fast Company, June 2000
"These days, people know a lot. Thousands of business books are published around the world each year. U.S. organizations alone spend more than $60 billion a year on training -- mostly on management training. Companies spend billions of dollars a year on consulting. Meanwhile, more than 80,000 MBAs graduate each year from U.S. business schools. These students presumably have been taught the skills that they need to improve the way that companies do business. But all of that state-of-the-art knowledge leaves us with a nagging question: Why can't we get anything done? Why is it that, at the end of so many books and seminars, leaders report being enlightened and wiser, but not much happens in their organizations?"

• Peter Drucker and Peter Senge in Conversation
PFDF Leader to Leader, May 2000, Volume 8 Issue 2

• Don't Want To Be A Team Player? by Sharon Peters
www.womenConnect.com, May 2000
"If the team approach is the hot new management theory, how come so many of them fail to get the work done?"

• How Peter Drucker Radically Changed American Business by Andrea Gabor
U.S.News & World Report, 08 May, 2000
"[Drucker] invented the term 'management by objectives' and helped develop objective measures for pay and promotion. He identified the importance of the 'knowledge worker'–the elite of the white-collar work force–earlier than almost anyone else. He also wanted to orient companies around consumers, not just technology."

• Testing, Testing: A third of U.S. companies give their employees personality assessments. These tests have advantages -- and limitations by Susan Bowles
womenCONNECT.com, April 2000

• Leading Transition: A New Model for Change by William Bridges and Susan Mitchell
PFDF Leader to Leader, Spring 2000
"Yet the thousands of books, seminars, and consulting engagements purporting to help 'manage change' often fall short. These tools tend to neglect the dynamics of personal and organizational transition that can determine the outcome of any change effort. As a result, they fail to address the leader's need to coach others through the transition process. And they fail to acknowledge the fact that leaders themselves usually need coaching before they can effectively coach others."

• Senators Seek New Commission On Management Reform by Katy Saldarini
Govexec.com, March 30, 2025
"A Senate bill introduced Wednesday would set up a commission responsible for improving management at federal agencies through restructuring, privatization and streamlining… The commission's goal would be to find ways to restructure agencies and programs to prevent duplication, improve management and demand accountability for results…. Changing the way government does business will have a much greater return on investment than trying to ferret out waste, fraud and abuse in governmental programs."

• Federal Agencies Neglect Workforce Planning By Katy Saldarini
GovExec.com, March 10, 2025
"Comptroller General David Walker urged lawmakers to pay more attention to human capital planning at federal agencies…Walker said the government's human capital planning is ineffectual and could end up on the General Accounting Office's compilation of the worst management problems in the federal government."

• OPM Study Says Federal HR Staff Lack Important Skills by Kellie Lunney
GovExec.com, February 29, 2025
"The majority of respondents viewed the role of technical human resources expert as the most important of their jobs, while the role of business partner -- which stresses customer service, risk-taking, and creativity on the job -- was rated as being least important by more than 50 percent of the respondents."

• Better Than Plan: Managing Beyond The Budget by Douglas K. Smith
The Peter F. Drucker Foundation, Winter 2000
"Performance begins with a focus on outcome-based goals, not activity-based goals. Effective goals are SMART -- specific, measurable, aggressive, relevant, and time-bound."

! Myth: Management Should Take Every Opportunity To Involve
Employees In Decision-Making And Problem Solving by Rebecca Braden Nordeman, Cornerstone Consulting, Inc.
Help Desk Online, 01 February, 2000
"An important distinction: involvement is not synonymous with empowerment… there are times when it is critical to involve employees and there are times when they simply do not want to be involved and shouldn’t be involved."

• The Honor of Your Presence is Requested by Kathryn E. Jackson, PhD.
Call Center Magainze, January 2000
"So much time and effort goes into the design of an attendance policy, but the policy itself is just a piece of paper. Here’s how to implement an attendance management system that successfully promotes order, fairness and productivity within your center."

• Peter Drucker Still Preaches Customers Over Profits By Fred Andrews
New York Times, 17 November, 1999
On the occasion of his 90th birthday, the New York Times reviewed
Peter Drucker's career and contributions. "To his thinking, two personages, the customer and the highly skilled employee, are at least as precious as the investor. Learning to balance these divergent but ultimately shared interests is 'the challenge of the next 10 years,' [Drucker] said."
"Results are obtained by exploiting opportunities, not by solving problems."

• Countdown to Better Communications by Elaine Berke, EBI Consulting

• Managing Oneself by Peter F. Drucker
Drucker Foundation, November 1999
"In a few hundred years, when the history of our time will be written from a long term perspective, I think it is very probable that the most important event these historians will see is not technology, it is not the Internet, it is not e-commerce. It is an unprecedented change in the human condition. For the first time -- and I mean that literally -- for the first time, substantial and rapidly growing numbers of people have choices. For the first time, they will have to manage themselves. And let me say, we are totally unprepared for it."

• How To Grow A Sales Rep by Barry Trailer
Sales and Field Force Automation, October 1999
"To grow your business you have two options: grow in number or have your people grow in capability... Feedback on a sales rep's performance is what coaching is all about. But unfortunately, with most coaching, managers are often holding up the equivalent of a fun-house mirror, full of distortion and offering a humorous though not very enlightening view. If managers were able to provide timely, fact-based coaching of relevant measures, the individual could begin to upgrade his skills... the number one key to effective coaching is focusing on results and the processes that produced them."

• What Causes IT Workers to Leave
AMA's Management Review, October 1999
"The primary reason was an inability to get ahead without becoming managers."

• American Management Association's 13th Annual Workforce
BUSINESS WIRE, Tuesday, 26 October, 1999
"Actual downsizing, or net reductions in the workforce, rose to 24.1 percent....Job elimination was disproportionately reflected in supervisory and managerial ranks, at 28 percent....The survey also demonstrates the value of employee training after job cuts occur, showing a substantial correlation between increased training activities and increased profits and productivity following workforce reductions."

• Management Challenges
Management Review / AMA, October 1999

• National Gallup Study Finds Unmanaged Major Organizational Change has Long- Term Negative Impact on Morale, Productivity, Customer Service and Bottom-Line Profits
PRNewswire, 15 October, 1999
"Assessment of "Best Practices" Used by Companies: Workers said the most common action taken by companies to help employees understand or adjust to major changes was to measure job performance. Four out of five (78%) say their company measured their job performance as a way to help them understand or adjust to major changes. Seven in ten (70%) state the company made them aware of how the changes would affect their job responsibilities. Three in five (62%) state the company recognized their performance during the change."

• Lack Of Planning Hampers Agency Downsizing Efforts by Katy Saldarini
GovExec, September 14, 2025
"Haphazard downsizing in the federal government has, in some cases,
resulted in fewer employees providing less service while handling twiceas much work, according to a new General Accounting Office report."

• If Layoffs Come... by Richard Hadden
Washington Business Journal, 09 August, 1999

! People Join Companies, But Leave Managers by Marcus Buckingham and Curt Coffman
The Gallup Company, THE WORKPLACE COLUMN, July 19, 2025
"... Her boss, it appears, drove her away. 'He's not a bad man,' she admits. 'He's just not a manager.'" ... "An employee may join [a company] because she is lured by their generous benefits package and their reputation for valuing employees. But it is her relationship with her immediate manager that will determine how long she stays and how productive she is while she is there."

! Thumbs Down on Dressing Down
Working Woman / Executive Female
July / August 1999
"Sloppy work attire, such as sneakers and jeans, leads to poor work habits.... respondents overwhelmingly reported that informal clothing causes a decrease in employee morality, productivity, and loyalty."

• Was It Bad For You, Too?: Sales Manager Automation by Barry Trailer
Sales & Field Force Automation, July, 1999
"Numerous issues challenge sales managers and senior management, but few of these are addressed by today's software packages"

• The Hard Case for Soft Skills by Shari Caudron
Workforce, July 1999
"Research on emotional intelligence shows that investing in 'soft-skills' development has big payoffs."

• Poor Performance Prescription by Kathryn Kraemer (excerpt)
Gov. Exec, June 1999
(advice for first-line supervisors)

! Use and Misuse of Call Center Performance Measures by Ed Powers, Quality Alliances
Call Center Solutions, May 1999
"A common management practice is to use these data to evaluate individual agents, basing compensation and incentives on their relative performance. While intentions are honorable in this pursuit, practical applications lead to high costs, bad morale and lowered performance. The assumptions upon which this practice is founded are deeply flawed... expecting to identify meaningful differences between people by simply averaging and ranking the results shows that managers lack a basic knowledge of statistics."

• The Future of Business by Jeffrey L. Seglin
Inc., May 1999
Encyclopedia Britannica
A Review of Management Challenges For the 21st Century by Peter F. Drucker (HarperBusiness, 1999)

• The Generation 2001 Workforce by Louis Woh
AMA's Management Review, April 1999
"a survey of the first graduating class of the new millennium "

• Why Do Leaders Avoid Change? by Oren Harari (excerpt)
Management Review, March 1999

• Meta-Analysis Research Identifies 12 Specific Items That Define A Profitable, Productive Workplace
The Gallup Organization , March 1999
"What becomes clear from this investigation is that while we tend to celebrate "great" companies, in reality, there are only great managers. In fact, it is on the frontline that the hard work of building a stronger workplace gets done... Executive level management programs aimed at helping companies increase productivity have come and gone, including TQM, re-engineering, downsizing, rightsizing - the list is as endless as it is familiar.... But largely, these management initiatives have failed to deliver on their promise because they overlooked the important issues involved in day-to-day management. Long term, the key to success is at the frontline, with employees and their immediate supervisors."

• Why I Am Not a Manager by Robert J. Samuelson
The Washington Post Thursday, March 18, 2025

• Hot Careers: The Top Twenty (excerpt )
Working Woman Magazine, February 1999
General Manager

• Facilitation, Coaching, Mentoring, and Training: Understanding the Differences by Jennifer L. Wild, Rebecca L. Shambaugh, Jean Isberg, Pamela Kaul
"International Association of Facilitators, 1999 Annual Meeting

• The New Pluralism (excerts) by Peter F. Drucker
Drucker Foundation, 1999
"... the task-centered and autonomous institution is the only one that performs. Performance requires clear focus and narrow concentration. Multipurpose institutions do not perform."

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