Item description for Management Challenges for the 21st Century by Peter F. Drucker...
Arthur Schwartz, popular radio host, cookbook author, and veteran restaurant critic, invites you to join him as he celebrates the food and people of Naples and Campania. Encompassing the provinces of Avellino, Benevento, Caserta, and Salerno, the internationally famous resorts of the Amalfi Coast, Capri, and Ischia -- and, of course, Naples itself, Italy's third largest and most exuberant city -- Campania is the cradle of Italian-American cuisine.
In Naples at Table, Arthur Schwartz takes a fresh look at the region's major culinary contributions to the world -- its pizza, dried pasta, seafood, and vegetable dishes, its sustaining soups and voluptuous desserts -- and offers the recipes for some of Campania's lesser-known specialties as well. Always, he provides all the techniques and details you need to make them with authenticity and ease.
Naples at Table is the first cookbook in English to survey and document the cooking of this culturally important and gastronomically rich area. Schwartz spent years traveling to Naples and throughout the region, making friends, eating at their tables, working with home cooks and restaurant chefs, researching the origins of each recipe. Here, then, are recipes that reveal the truly subtle, elegant Neapolitan hand with such familiar dishes as baked ziti, eggplant parmigiana, linguine with clam sauce, and tomato sauces of all kinds.
This is the Italian food the world knows best, at its best -- bold and vibrant flavors made from few ingredients, using the simplest techniques. Think Sophia Loren -- and check out her recipe for Chicken Caccistora! Discover the joys of preparing a timballo like the pasta-filled pastry in the popular film Big Night. Or simply rediscover how truly delicious, satisfying, and healthful Campanian favorites can be -- from vegetable dished such as stuffed peppers and garlicky greens to pasta sauces you can make while the spaghetti boils or the Neapolitans' famous long-simmered ragu, redolent with the flavors of meat and red wine. Then there's the succulent baked lamb Neapolitans love to serve to company, the lentils and pasta they make for family meals, baked pastas that go well beyond the red-sauce stereotype, their repertoire of deep-fried morsels, the pan of pork and pickled peppers so dear to Italian-American hearts, and the most delicate meatballs on earth. All are wonderfully old-fashioned and familiar, yet in hands of a Neapolitan, strikingly contemporary and ideal for today's busy cooks and nutrition-minded sybarites.
Finally, what better way to feed a sweet tooth than with a Neapolitan dessert? Ice cream and other frozen fantasies were brought to their height in Baroque Naples. Baba, the rum-soaked cake, still reigns in every pastry shop. Campamnians invented ricotta cheesecake, and Arthur Schwartz predicts that the region's easily assembled refrigerator cakes -- delizie or delights -- are soon going to replace tiramisu on America's tables. In any case, one bite of zuppa inglese, a Neapolitan take on English trifle, and you'll be singing "That's Amore."
A trip with Arthur Schwartz to Naples and its surrounding regions is the next best thing to being there. Join him as he presents the finest traditional and contemporary foods of the region, and shares myth, legend, history, recipes, and reminiscences with American fans, followers, and fellow lovers of all things Italian.
I acclimated quickly to Naples. The palm trees in the park along the sea seduced me. The decrpiet Baroque splendor of the city stunned me...And, of course, there was the food. The catering shops carried all kinds of macaroni-filled pastries, individual size and huge ones to cut a wedge from; cakes of fried pasta, fried balls of rice, stacks of vegetable frittatas, baked lasagne, and ziti. There were fry shops with fritters and croquettes, trendy pizzerias with long pies sold by the meter, and traditional pizzerias, every surface white marble, where I first learned to eat pizza with a knife and fork. I indulged in pastries and baba every morning and afternoon, drank short, powerful coffeess all day, and finished each evening with a stroll and a gelato. I ate linguine with clams oin Posillpo (then took a nap on a jetty on the sea); drank Gredo di Tufo (whoite winer) and stuffed myself and buffalo mozzarella at every opportunity. I could see right away it was a tough place to eat through, so I kept going back for more.
There were still warm almond-studded taralli, rings of crisp lard dough, from a street vendor by the sea, pasta and beans on a nineteenth-century trattoria, lamb ragu and cavatelli in the hills of Benevento, goat ragu and fusilli in the Monti Alburni, squid and potatoes on Capri, rabbit braised in tomatoes on Ischia, fish stew at the beach near Gaeta, the lemon chicken in Ravello. from the introduction
Outline Review Naples gave the world pizza and spaghetti with tomato sauce. In Naples at Table, Arthur Schwartz reveals the unexpected breadth and depth of dishes to be enjoyed in Naples and throughout Campania, the rich region where this culinarily underappreciated city is located.
Campania is the home of mozzarella. In fact, by Italian law, only cheese made from the milk of the water buffalo of Campania should be bear this name; the cow's-milk cheese we call mozzarella is more rightly called fior di latte, "flower of the milk."
To most people, southern Italy is the land of red sauce, from the light salsa insalata, made with raw tomatoes marinated in olive oil and seasoned with salt and basil, to hefty, long-simmered, meat-flavored ragu. Schwartz introduces us to La Genovese, an onion-based sauce Neapolitans began making centuries before the tomato arrived from the New World so they could pair it with its soul mate, pasta.
Anyone interested in Italian food will find the more than 250 recipes and the almost overwhelming wealth of information in Naples at Table fascinating. There is history, going back to the ancient Greeks, and stories as only Schwartz can recount them. One of the best is how Zuppa Inglese may have gotten its name. Discover Woodman-Style Baked Pasta with Meat Sauce and Mushrooms; lusty Baccal "Arrecanato," a casserole of salt cod and potatoes; an authentic Zuppa Inglese; and so much more as you travel around Campania with Schwartz, meeting chefs and home cooks from Naples and Salerno, Benevento up in the mountains, out along the Amalfi coast, and the jewel-like islands of Ischia and Capri. --Dana Jacobi
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Est. Packaging Dimensions: Length: 9.37" Width: 6.46" Height: 0.94" Weight: 1.01 lbs.
Release Date May 31, 1999
ISBN 0887309984 ISBN13 9780887309984 UPC 099455027502
Availability 10 units. Availability accurate as of Jan 21, 2017 06:19.
Usually ships within one to two business days from La Vergne, TN.
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More About Peter F. Drucker
Peter Drucker was a writer, teacher, and consultant. His thirty-four books have been published in more than seventy languages. He founded the Peter F. Drucker Foundation for Nonprofit Management, and counseled thirteen governments, public services institutions, and major corporations.
Peter F. Drucker lived in Claremont, in the state of California. Peter F. Drucker was born in 1909 and died in 2005.
Peter F. Drucker has published or released items in the following series...
Collins Business Essentials
HBR's 10 Must Reads
J-B Leader to Leader Institute/Pf Drucker Foundation
Reviews - What do customers think about Management Challenges for the 21st Century?
Great Set Of Essays Which Will Make You Think Aug 30, 2007
Peter Drucker writes a set of essays which present an outlook of the greatest challenges ahead such as the definition and role of the knowledge worker, the role of management, demographics and innovation. It will definitely make you think a lot... as all good books should.
Addressing the Future IT Workforce May 18, 2007
Drucker challenges its readers to think about the future of society by addressing management challenges for the 21st century. By comparing yesterday's assumptions to today's realities, he helps connect the dots. Drucker strategically pinpoints what management challenges we can learn from the past, and at the same encouraging readers to ask the right questions to address how we can use this knowledge to prepare for what's ahead.
I also found Drucker's message inspirational and eye-opening. It's a reminder that today's Informational Revolution has been part of an evolving cycle, which started before printing presses were invented. He emphasizes, for example, that today's Information Revolution is not led by the technology folks but by those in other fields, such as finance and accounting. I applaud this, as the key message that should be emphasized today in preparing the future IT workforce is to diversify. Excitement over technologies such as the printing presses, software, and hardware is all part of what makes the IT industry exciting--but not THE key elements for career survival. Drucker does a great job addressing that in this book. Albeit unintentional, Drucker does a great job addressing this.
"Druker thougths will live on for many decades to come". Feb 10, 2006
Management new paradigms, strategy, the change leader, information challenges, knowledge worker productivity, managing oneself, Druker proved himself more than capable in his definitions and unique challenge to managers. Rather of a retrospective of his past work "he set aside to wirte not the known past but the unknown future". Peter Drucker discusses the profound social and economic changes occurring today and considers how management--not government or free markets--should address these new realities in the workplace. "Management is Business Management in all kind of organizations". This book is easy to read. For most content may be wider than how we think management usually is. Druker wrote in his introduction " the advice in this book requires a reversal of what most people have thought about management for more than a century". Peter Drucker discusses how the new paradigms of management have change and will continue to change our basics assumptions and principles of management.
A must have for managers Jan 27, 2006
Drucker outlines lessons that management can learn from the changing world economy and population.
1. Management is not just business management, but is the ability to take advantage of opportunities in sectors of the economy that are likely to experience growth in the future, like education, the professions, and healthcare. 2. Recognize that there is not one ideal way to organize an enterprise. Both "team" organization and the "CEO cult of personality" have their shortcomings. It can be difficult for teams to make decisions effectively and popular CEO's must have successors. You must find the right balance of organization that fits your company's business needs. 3. There is no one way to organize employees. You need to lead workers rather than manage employees. This is because management increasingly does not know the areas of expertise that employees possess, and employees are now seeking interesting and rewarding work. 4. National boundaries and regional markets will become less defining factors of the companies boundaries. Innovations in an industry don't necessarily come from within the industry anymore. Further, national governments will be less able to protect local industries from facing the competitiveness of the global industry leaders. Global competitiveness must become a strategic goal for the business.
Drucker also outlines the economic consequences of the declining birthrate in the developed countries. A declining birthrate means that the working population will become progressively older. New relationships must be forged with older workers, especially knowledge workers. Companies that attract and retain knowledge workers past retirement age will gain a significant competitive advantage.
Managers must become Change Leaders, who direct inevitable change in a controlled and orderly fashion. Managers must look to extending the lifespan of their companies and approaching change as a source of business opportunity.
Drucker - the avatar of managerial enlightenment Jan 13, 2006
Peter Drucker, an editorial columnist for the Wall Street Journal, a consultant and writer has been duly noted as one of the world's most respected management thinkers. His books, over 20 of them, have been called the "landmarks of the managerial profession" by the Harvard Business Review. He has always been a step ahead of the curve of the latest in business thought. In 1954 he espoused the idea of 'teams.' In 1969 he proposed the 'knowledge workers' concept.
Here Drucker lays out six of the 'new' challenges facing the businesses of the early 21st century.
First involves management's new paradigm of organizational structure and managing people. There is no 'one size fits all' approach. The method or combinations of methods that may be required are ultimately determined by what the customer considers is 'value.' Employees of the future may be treated as partners and volunteers, 'persuaded' rather than 'ordered.'
The next challenge is the new certainties of the coming business landscape. The collapsing birthrate and the shift in the distribution of income need to be studied and planned for. Global competitiveness is a must for survival. Performance needs to be redefined for the organization on more than just short-term gains in order to inspire and commit 'knowledge workers' to their mission.
Third is becoming a change leader. Educate others that change equals opportunity. Regularly abandon activities that no longer produce results. Enhance practices that have been working by exploiting and publishing their success throughout the company. Study what is working or not in the market with other companies. Don't confuse motion with action.
Fourth are the information challenges. The purpose of information is not knowledge but being able to take the right action. Success is based on the creation of value and wealth in the eyes of the customer. Information needed would include the normal foundation information as well as productivity, competence and allocation of scarce resources information.
The fifth challenge lies in vitalizing 'knowledge workers' into high productivity. Attention should be given to all ways to make this asset grow. Differing from manual laborers, knowledge workers carry the 'means of production' within them and rely less on a specific employer for work.
The sixth challenge is managiing ourself (ourselves). The biggest possible increase in production lies here. Intellectual arrogance promotes disabling ignorance. Concentrate on your strengths. Avoid trying to change yourself. Ask yourself what your strengths are. Determine how you work. Do you like to work alone? Would you prefer to be an advisor or a decision maker? What are your values? This type of questioning will help determine where you belong. Most of our careers will involve changing organizations at least once. You must learn what makes 'you' tick.