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	<title>Comments on: Book Review: Management: Tasks, Responsibilites, Practices</title>
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	<description>The strategic role of the senior executive</description>
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		<title>By: Practicing Management: Understanding what we do &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/comment-page-1/#comment-5823</link>
		<dc:creator>Practicing Management: Understanding what we do &#124; Managing Leadership</dc:creator>
		<pubDate>Sun, 11 May 2008 17:08:03 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-5823</guid>
		<description>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</description>
		<content:encoded><![CDATA[<p>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</p>
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	<item>
		<title>By: Practicing Management: Setting the rules &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/comment-page-1/#comment-2752</link>
		<dc:creator>Practicing Management: Setting the rules &#124; Managing Leadership</dc:creator>
		<pubDate>Wed, 09 Jan 2008 10:23:26 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-2752</guid>
		<description>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</description>
		<content:encoded><![CDATA[<p>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</p>
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		<title>By: Practicing Management: Understanding who we are &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/comment-page-1/#comment-2731</link>
		<dc:creator>Practicing Management: Understanding who we are &#124; Managing Leadership</dc:creator>
		<pubDate>Wed, 09 Jan 2008 08:43:52 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-2731</guid>
		<description>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</description>
		<content:encoded><![CDATA[<p>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</p>
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		<title>By: Defining Management &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/comment-page-1/#comment-2726</link>
		<dc:creator>Defining Management &#124; Managing Leadership</dc:creator>
		<pubDate>Wed, 09 Jan 2008 08:27:51 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-2726</guid>
		<description>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</description>
		<content:encoded><![CDATA[<p>[...] Book Review: Management: Tasks, Responsibilities, Practices [...]</p>
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		<title>By: Why leadership characteristic lists do not create leaders - Part Two &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/comment-page-1/#comment-1391</link>
		<dc:creator>Why leadership characteristic lists do not create leaders - Part Two &#124; Managing Leadership</dc:creator>
		<pubDate>Wed, 10 Oct 2007 13:28:29 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-1391</guid>
		<description>[...] Peter Drucker said, in Management: Tasks, Responsibilities, Practices, (see review here) that management exists &quot;only in contemplation of performance.&quot; But other than general &quot;technical competence&quot; and the like (which don&#039;t really belong there), how many items on the leadership lists you&#039;ve seen really contemplate the work to be done? [...]</description>
		<content:encoded><![CDATA[<p>[...] Peter Drucker said, in Management: Tasks, Responsibilities, Practices, (see review here) that management exists &#8220;only in contemplation of performance.&#8221; But other than general &#8220;technical competence&#8221; and the like (which don&#8217;t really belong there), how many items on the leadership lists you&#8217;ve seen really contemplate the work to be done? [...]</p>
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		<title>By: Book Review: The Effective Executive &#124; Managing Leadership</title>
		<link>http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/comment-page-1/#comment-1009</link>
		<dc:creator>Book Review: The Effective Executive &#124; Managing Leadership</dc:creator>
		<pubDate>Sat, 28 Jul 2007 11:31:19 +0000</pubDate>
		<guid isPermaLink="false">http://managingleadership.com/blog/2007/03/30/book-review-management-tasks-responsibilites-practices/#comment-1009</guid>
		<description>[...] Just as clearly, the one book on the list that is an absolute must read for every manager is Drucker&#039;s The Effective Executive. You will be pleased to note that it fills only about 150 pages, considerably less than the 800+ in his Management: Tasks, Responsibilities, Practices reviewed last week. But if your entire business education consists in a liberal arts bachelor&#039;s degree together with a deliberate and carefully considered reading of these 150 pages alone, you will likely outperform your peers with the most fashionably cobbled-together MBAs. [...]</description>
		<content:encoded><![CDATA[<p>[...] Just as clearly, the one book on the list that is an absolute must read for every manager is Drucker&#8217;s The Effective Executive. You will be pleased to note that it fills only about 150 pages, considerably less than the 800+ in his Management: Tasks, Responsibilities, Practices reviewed last week. But if your entire business education consists in a liberal arts bachelor&#8217;s degree together with a deliberate and carefully considered reading of these 150 pages alone, you will likely outperform your peers with the most fashionably cobbled-together MBAs. [...]</p>
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