Al Maktaba Al Shamila Lilaamal | Stuart Crainer

This book presents a collection of the best books in the field of management, and provides a summary of each book along with the biography of its author. The book aims to whet your appetite and encourage you to search for the originals (although in many cases this is difficult); However, this book will enable you to refresh your knowledge of the compendium of ideas and experiences of a thinker.

Putting together such a list of the best books on management of the past twenty years might seem like an easy and simple task; But the only problem is finding enough of them. Times change, circumstances change . The past two decades have seen a growing interest in management and business books. It has become a norm to make bestseller lists, stir up controversy, and bring in some of their authors a lot of money. All the while, these books have changed the ways in which managers operate, usually by passing on knowledge and ideas in a gradual, often unintended manner, through assimilation or imbibition, rather than sudden transformation.

In the fast-moving, stressful, action-oriented world of commerce, books change many things. They change perceptions, behaviours, expectations and aspirations, and advance knowledge. “The need for erudition, empathy, and a directed imagination is far higher in business than in other areas, not excluding government and legal action,” said Owen Deong, former chairman of Radio Corporation and General Electric. To this type of book more than before.

Thus, books nowadays play a pivotal role in the field of business administration in terms of revealing best practices and new concepts. Books are making their way into the world and are shaping the management of the future, with the fact that business management and management skills are increasingly becoming global.

Of course, books don't have to change things for the better, nor does an author's vision for the future have to be the right vision for your organization. Despite all the books, most CEOs are not the type of good manager who devise ideal organizational strategies for delegating teams. Nor do they work in real organizations that use state-of-the-art technology. Ideas seldom match our interpretation of them. Many ideas are being ignored.

Look at the wave of enthusiasm for the concept of restructuring that dominated the business book market in the early 1990s. Opinions differ as to whether restructuring is a path that leads organizations to ultimate happiness, or a mere waste of time and effort. But, whatever your opinion, there is no doubt about the impact that the concept of restructuring has had. At the height of the popularity of the concept of restructuring, a study by CSC Index of 624 companies revealed that 75% of European companies had at least one restructuring process, and that half of the companies that did not plan to conduct one in the future. Near.3

James Champey, who with Michael Hammer published The Concept of Restructuring, estimated in 1993 that 50% of large US companies claim to undertake restructuring.4 Many did not find it beneficial; But this does not negate its effect, nor does it cancel out the changes it has brought about in concepts, behaviors and practices, and so we can draw lessons from past experiences, even if they were bad ones. (In the case of restructuring, James Champey estimated that more than two-thirds of the initiatives failed to meet expectations. A study showed that only one in ten companies made progress, and stated that most completed projects were “only modestly successful.”) 5

Much of this outburst of activism stems from Champy and Hammer's bestselling book, Reengineering the Corporation (1993), which has captured management thought in much the same way that a series of books have done in recent years. The book that excited the business book market was In Search of Excellence, written by two McKinsey consultants, Thomas J. Peters and Robert H. Waterman. Published in October 1982, this book was a turning point in business textbooks and, some say, in management as well.

Currently, In Search of Excellence has sold over six million copies. Nevertheless, his success was something that surprised everyone, not to mention his two authors. Before the book was published, Peters Waterman distributed 15,000 photocopies of the book to stakeholders, and the publishers were horrified. It seemed as if the authors gave away more copies for free than could be sold. When the book appeared, it began a torrent of critical reviews, often lukewarm. Distributing 15,000 free copies has proven to be a genius marketing technique. The recipients were so impressed (or grateful) that they quickly got their hands on their copies. The book took off unexpectedly, or unprecedented. Not long after, Basking Ridge Bookshop in New Jersey was selling 2,000 copies a week.

Thanks to the book's success, Thomas J. Peters has turned into Tom Peters, the friendly and familiar face, the millionaire, the world expert, and the biggest benefactor of the business book boom—and, for fear of oblivion, his bonfire. (One business writer told me: “We should all be thankful to Tom.) After In Search of Excellence broke into the bestseller lists, other books soon followed. It wasn't long before business books were popular in the world. Everywhere.Airport book stalls tucked away Harold Robbins' hit novels and stuffed their shelves with the latest writings from a host of consultants, academics, journalists, retired CEOs, charlatans, and petty authors eager to join the caravan