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In The Pension Fund Revolution, originally published nearly two decades ago under the title The Unseen Revolution, Peter F. Drucker reports that institutional investors, especially pension funds, have become the controlling owners of America's large companies, the country's only capitalists. He maintains that the shift began in 1952 with the establishment of the first modern pension fund by General Motors. By 1960 it had become so obvious that a group of young men decided to found a stock-exchange firm catering exclusively to these new investors. Ten years later this firm (Donaldson, Lufkin & Jenrette) became the most successful, and one of the biggest, Wall Street firms. Drucker's argument, that through pension funds ownership of the means of production had become socialized without becoming nationalized, was unacceptable to the conventional wisdom of the country in the 1970s. Among the predictions made by Drucker in The Pension Fund Revolution are: that a major health care issue would be longevity; that pensions and social security would be central to American economy and society; that the retirement age would have to be extended; and that altogether American politics would increasingly be dominated by middle-class issues and the values of elderly people. While readers of the original edition found these conclusions hard to accept, Drucker's work has proven to be prescient. In the new epilogue, Drucker discusses how the increasing dominance of pension funds represents one of the most startling power shifts in economic history, and he examines their present-day impact.

Intro -- Contents -- Publisher's Note -- Preface -- Ch. 1: The New Markets and the New Entrepreneurs -- Ch. 2: The Unfashionable Kierkegaard -- Ch. 3: Notes on the New Politics -- Ch. 4: This Romantic Generation -- Ch. 5: Calhoun's Pluralism -- Ch. 6: American Directions -- Ch. 7: The Art of Being an Effective President -- Ch. 8: Henry Ford -- Ch. 9: The American Genius Is Political -- Ch. 10: Japan Tries for a Second Miracle -- Ch. 11: What We Can Learn from Japanese Management -- Ch. 12: Keynes: Economics as a Magical System -- Ch. 13: The Economic Basis of American Politics -- Index.

Introduction to the 1996 EditionIntroduction: This Post-Modem WorldPart 1: The New World-ViewPart 2: From Progress to Innovation1. The New Perception of Order2. The Power of Innovation3. Innovation-The New Conservatism?Part 3: Beyond Collectivism and Individualism4. The New Organization5. From Magnate to Manager6. Beyond Collectivism and IndividualismPart 4: The New FrontiersPart 5: The Educated Society7. The Educational Revolution8. Society's Capital Investment9. Education for What?Part 6: "Up to Poverty"10. The Frontier of Development11. Building an Industrial SocietyPart 7: Modem Government in Extremis12. The End of the Liberal State13. The New PluralismPart 8: The Vanishing EastPart 9: The Work to Be DonePart 10: The Human Situation Today

Peter Drucker revolutionized management thinking before there was management thinking. For nearly half a century he inspired and educated managers--and powerfully shaped the nature of business--with his landmark articles in Harvard Business Review. Through Drucker's unique lens, this volume presents a rare opportunity to trace the evolution of the great shifts in organizations and to grasp more firmly the role of managers in the ongoing effort to balance change with continuity. The book also offers managers and executives a collection of best practices as well as introspective questions that will help them improve as organizational leaders. Infused with a perspective that holds new relevance today, these selections reveal a celebrated thinker at his best. Drucker paints a clear and comprehensive picture of management thinking and practice--both as it is and as it will be.--

An effective executive does not need to be a leader in the typical sense of the word. Peter Drucker, the author of more than two dozen Harvard Business Review articles, wrote that some of the best business and nonprofit CEOs he worked with over his 65-year consulting career were not stereotypical leaders. They ranged from extroverted to nearly reclusive, from easygoing to controlling, from generous to parsimonious. What made them all effective is that they followed the same eight practices: They asked, "What needs to be done?" and "What is right for the enterprise?" They developed action plans. They took responsibility for decisions and for communicating. They were focused on opportunities rather than problems. They ran productive meetings. And they thought and said "we" rather than "I." The first two practices provided them with the knowledge they needed. The next four helped them convert this knowledge into effective action, for knowledge is useless to executives until it has been translated into deeds. The last two ensured that the whole organization felt responsible and accountable. Effective executives know that they have authority only because they have the trust of the organization. This means they must think of the needs and opportunities of the organization before they think of their own. Drucker also suggests a ninth practice that's so important, he elevates it to the level of a rule: Listen first, speak last. Effectiveness is a discipline. And, like every discipline, it can be learned and must be earned.--

Peter Drucker is widely regarded as the father of modern management, offering penetrating insights into business that still resonate today. But Drucker also offers deep wisdom on how to manage our personal lives and how to become more effective leaders. In these two classic articles from "Harvard Business Review," Drucker reveals the keys to becoming your own chief executive officer as well as a better leader of others. "Managing Oneself" identifies the probing questions you need to ask to gain the insights essential for taking charge of your career, while "What Makes an Effective Executive" outlines the key behaviors you must adopt in order to lead. Together, they chart a powerful course to help you carve out your place in the world. -- Provided by publisher

The Unseen Revolution: How Pension Fund Socialism Came to America covers the principles and concepts of the American pension fund socialism. This book is composed of five chapters, and begins with the history and developments of pension fund socialism in the United States. The next chapter deals with the fundamental problems of economic structure, policy, and, as well as the problems of authority, legitimacy, and control of the so-called Social Security. The discussion then shifts to involved social institutions and issues, along with the political lessons and issues of pension fund socialism

Post-Capitalist Society provides an analysis of the transformation of the world into a post-capitalist society. This transformation, which will not be completed until 2010 or 2020, has already changed the political, economic, social, and moral landscape of the world. The book reviews and revises the social, economic, and political history of the Age of Capitalism and of the nation state. It argues that the real and controlling resource and the absolutely decisive 'factor of production' is neither capital, nor land, nor labor. It is knowledge. Instead of capitalists and proletarians, the classe