DRUCKER’S CAREER

TIMELINE AND
BIBLIOGRAPHY
Early Years
Peter Drucker was born in Vienna, Austria on November 19, 1909. The household in
which he grew up was one of great intellectual ferment. His parents, Adolph and
Caroline, regularly held evening salons with economists (including Joseph
Schumpeter, who would come to have a tremendous influence on Drucker),
politicians, musicians, writers and scientists. “That was actually my education,”
Drucker later said.

1920s
Drucker moved from Austria to Germany to study admiralty law at Hamburg
University before transferring to Frankfurt University, where he studied law at
night. He also became senior editor in charge of foreign affairs and business at
Frankfurt’s largest daily newspaper, the Frankfurter General-Anzeiger.

1930s
Drucker received his PhD in international law from Frankfurt University in 1932.
Three years later, he moved to England after two of his essays—one on Friedrich
Julius Stahl, a leading German philosopher, and a second, The Jewish Question in
Germany—were banned and burned by the Nazis. In Cambridge, Drucker attended a
lecture by leading economist John Maynard Keynes, and there had an epiphany: “I
suddenly realized that Keynes and all the brilliant economic students in the room
were interested in the behavior of commodities while I was interested in the
behavior of people.” In 1934, Drucker married Doris Schmitz. They moved to the
United States in 1937. Drucker served as a correspondent for several British
newspapers, including the Financial Times. He eventually began teaching economics
part time at Sarah Lawrence College in New York.
Title published in the 1930s
The End of Economic Man

1940s
Drucker’s invitation to take a close peek inside General Motors resulted in the
publication of his landmark book Concept of the Corporation in 1946. It was during
this engagement that Drucker met legendary GM Chairman Alfred Sloan, who
would in many ways become Drucker’s model for the effective executive. “The chief
executive must be…absolutely tolerant and pay no attention to how a man does his
work, let alone whether he likes a man or not,” Sloan told him. “The only criteria
must be performance and character.” Drucker also became professor of philosophy
and politics at Bennington College.
Titles published in the 1940s
The Future of Industrial Man
Concept of the Corporation

1950s
In 1950, Drucker joined the faculty of New York University as professor of
management; he would work there for 21 years. He also began his formal consulting
practice and took on major assignments with Sears, Roebuck and IBM, among
others. In 1954, he published The Practice of Management, widely considered the first
book to organize the art and science of running an organization into an integrated
body of knowledge. Before this, you could find books on individual aspects of
managing a business—finance, for example, or human resources. But there was
nothing that pieced it all together. What was out there “reminded me of a book on
human anatomy that would discuss one joint in the body—the elbow, for instance—
without even mentioning the arm, let alone the skeleton and musculature,” Drucker
later recalled. By the time he began work on The Practice of Management, then,
Drucker was, as he described it, “very conscious of the fact that I was laying the
foundations of a discipline.” In 1959, Drucker coined the term “knowledge work,”
foreshadowing a new economy in which brains would trump brawn.
Titles published in the 1950s
The New Society
The Practice of Management
America’s Next Twenty Years
The Landmarks of Tomorrow
1960s
Drucker received the Presidential Citation at NYU, the school’s highest honor. He
published the classic The Effective Executive in 1966. (Forty-two years later the Kalima
project, which aims to increase the choice of books available to readers in Arabic,
would choose The Effective Executive as one of the first 100 titles it translated, along
with The General Theory of Employment, Interest and Money by John Maynard
Keynes, The Aeneid by Virgil and The Meaning of Relativity by Albert Einstein.) In
1968’s The Age of Discontinuity, Drucker wrote of a burgeoning phenomenon that, in
hindsight, sounds an awful lot like Internet culture: “The impact of cheap, reliable,
fast, and universally available information will easily be as great as was the impact
of electricity. Certainly young people, a few years hence, will use information
systems as their normal tools, much as they now use the typewriter or the
telephone.”
Titles published in the 1960s
Managing for Results
The Effective Executive
The Age of Discontinuity

1970s
In 1973, Drucker authored his magnum opus, Management: Tasks, Responsibilities,
Practices, which would become the playbook for generations of corporate executives,
nonprofit managers and government leaders. Some have likened it to the Physicians’
Desk Reference for managers. In 1971, Drucker became the Marie Rankin Clarke
Professor of Social Science and Management at what was then called Claremont
Graduate School. He also began a 20-year tenure as a monthly columnist for The Wall
Street Journal.
Titles published in the 1970s
Technology, Management and Society
The New Markets and Other Essays
Men, Ideas and Politics
Drucker on Management
Management: Tasks, Responsibilities, Practices
The Unseen Revolution
People and Performance: The Best of Peter Drucker on Management
Adventures of a Bystander
1980s
The Claremont Graduate Center of Management was renamed the Peter F. Drucker
Management Center in 1987. Drucker published eight new titles during the decade
in addition to maintaining active teaching and consulting activities. In 1989, he
produced The Nonprofit Drucker, a five-volume audio series featuring insights into
the management of the social sector.
Titles published in the 1980s
Managing in Turbulent Times
Toward the Next Economics and Other Essays
The Changing World of the Executive
The Last of All Possible Worlds (fiction)
The Temptation to Do Good (fiction)
Innovation and Entrepreneurship
Frontiers of Management
The New Realities

1990s
The Peter F. Drucker Foundation for Nonprofit Management (today called the
Frances Hesselbein Leadership Institute) was established in 1990. Drucker delivered
the prestigious Godkin Lecture at Harvard University in 1994. The Drucker Center
became the Peter F. Drucker Graduate School of Management in 1997, and the
Drucker Archives (a repository for Drucker’s manuscripts, letters and other material)
was inaugurated in 1998. At the age of 87, Drucker was featured on the cover
of Forbes under the headline: “Still the Youngest Mind.”
Titles published in the 1990s
Managing the Nonprofit Organization: Principles and Practices
Managing for the Future
The Ecological Vision
Post-Capitalist Society
Managing in a Time of Great Change
Drucker on Asia: A Dialogue between Peter Drucker and Isao Nakauchi
Peter Drucker on the Profession of Management
Management Challenges for the 21st Century

2000s
Drucker taught his last course in the spring of 2002, at the age of 93 (though he’d
continue to lecture periodically for the next several years). That summer, he was
 awarded the Presidential Medal of Freedom, the nation’s highest civilian honor.
President Bush called Drucker “the world’s foremost pioneer of management
theory.” In 2004, the Drucker Graduate School of Management became the Peter F.
Drucker and Masatoshi Ito Graduate School of Management.

Asked near the end of his life what he considered his most important contributions,
Drucker replied:

 That I early on—almost sixty years ago—realized that management has become the constitutive
organ and function of the Society of Organizations;

 That management is not “Business Management”…but the governing organ of all institutions of
Modern Society;

 That I established the study of management as a discipline in its own right; and

 That I focused this discipline on People and Power; on Values, Structure and Constitution; and
above all on responsibilities—that is, focused the Discipline of Management on Management as
a truly liberal art.

Drucker died on November 11, 2005, eight days shy of his ninety-sixth birthday. In
2006, the Drucker Archives became the Drucker Institute. Our mission is
“strengthening organizations to strengthen society.”

Titles published in the the 2000s

The Essential Drucker
Managing in the Next Society
A Functioning Society
The Daily Drucker, with Joseph A. Maciariello
The Five Most Important Questions (posthumously released)

More about Peter Drucker

 Peter Drucker’s Life and Legacy: Hailed by BusinessWeek as “the man who invented
management,” Drucker directly influenced a huge number of leaders from a wide range of
organizations across all sectors of society.
 A Drucker Sampler: Readings available online for free that cover three of Drucker’s core areas
of focus—the individual, organizations and society
 Tributes to Drucker: Including Jim Collins on why “Peter Drucker contributed more to the
triumph of freedom and free society over totalitarianism than anyone in the 20th century,
including perhaps Winston Churchill”
 Books by Drucker: All 39 of his books as well as his monographs, other works and publications
to which he was a contributing writer
 Books About Drucker: Personal and intellectual biographies, memoirs by Drucker’s former
students and books on management that are rooted primarily and explicitly in Drucker’s work
"Doing the right thing is more important than doing the thing right."
"If you want something new, you have to stop doing something old."
"There is nothing quite so useless as doing with great efficiency something that
should not be done at all."
"What gets measured gets improved."
"Results are gained by exploiting opportunities, not by solving problems."
"So much of what we call management consists of making it difficult for people
to work."
"People who don't take risks generally make about two big mistakes a year.
People who do take risks generally make about two big mistakes a year."
"Long-range planning does not deal with the future decisions, but with the
future of present decisions."
"Meetings are by definition a concession to a deficient organization. For one
either meets or one works. One cannot do both at the same time."
"Management is doing things right. Leadership is doing the right things"

5 questions

1. What is your mission?

a. A mission cannot be impersonal, it has to have deep meaning,
something you believe in – Peter Drucker
b. Commitment to your mission are you invested?
c. Oppurtunity knocks but it only knocks once
- Is there a genuine opportunity or need for what you’re
trying to accomplish?
 d. Competence – are you realistically able to achieve your goals given
your abilities?
e. Invest on your strength
2. Who is your customer?
a. Know your customer
3. What does the customer value?
a. The Danger is acting on what you believed satisfies the customer,
you will inevitably make wrong assumptions
b. Don’t assume what your customer wants, that can only be
answered by customers themselves, you will have to walk through
your customers shoes
4. What are my results?
a. You need to measure them as you go
b. Think about your starting point ad where you want to get too
5. What is my plan?
a. How are you going to accomplish your desired results
b. Focus

The effective executive

1. Know where time goes
a. Effective executives start with their time by identifying how there
time will really spent
i. Recording exact time use
ii. Which activity in my time log can be done by someone else
just as well or so much better
iii. Be aware of the time of others you waste

2. Focus on contriution
a. Direct results
b. Building and reaffirming values
 c. Building and developing people for tomorrow

3. Build on strengths
- Making strength productive
1. Identify any job that had defeated 2 or 3 people in succession
2. Make each job demanding and big
3. Start with a person can do rather than the job requires
4. Getting strength is by tolerating weaknesses

4. Concentrate for performance

a. First things first and one thing in a time
5. Make effective decisions

http://www.druckerinstitute.com/peter-druckers-life-and-legacy/druckers-career-timeline-and-
bibliography/

https://www.entrepreneur.com/slideshow/299936#11
10 Famous quotes by Henry Mintzberg
1. “Companies are communities. There’s a spirit of working together.
Communities are not a place where a few people allow themselves to be
singled out as solely responsible for success.”
2. “Managers who don’t lead are quite discouraging, but leaders who don’t
manage don’t know what’s going on. It’s a phony separation that people
are making between the two.”
3. “Technologies tend to undermine community and encourage
individualism.”
4. “If the private sectors are about markets and the public sectors are about
governments, then the plural sector is about communities.”
5. “This obsession with leadership… It’s not neutral; it’s American, this idea
of the heroic leader who comes in on a white horse to save the day. I
think it’s killing American companies.”
6. “We’re all flawed, but basically, effective managers are people whose
flaws are not fatal under the circumstances. Maybe the best managers are
simply ordinary, healthy people who aren’t too screwed up.”
7. “Basically, managing is about influencing action. Managing is about
helping organizations and units to get things done, which means action.
Sometimes, managers manage actions directly. They fight fires. They
manage projects. They negotiate contracts.”
8. “Strategy making needs to function beyond the boxes to encourage the
informal learning that produces new perspectives and new combinations…
Once managers understand this, they can avoid other costly
misadventures caused by applying formal techniques, without judgement
and intuition, to problem solving.”
9. “Effective managing therefore happens where art, craft, and science meet.
But in a classroom of students without managerial experience, these have
no place to meet — there is nothing to do.”
 10.“Theory is a dirty word in some managerial quarters. That is rather
curious, because all of us, managers especially, can no more get along
without theories than libraries can get along without catalogs — and for
the same reason: theories help us make sense of incoming information.”

Publications and books by Henry Mintzberg et al.

 2015. Rebalancing Society: Radical Renewal Beyond Left, Right, and
Center. Berrett-Koehler Publishers.
 2013. Simply Managing. Berrett-Koehler Publishers
 2012. Customizing customization. Sloan Management Re.
 2012. Reflecting on the strategy process. Sloan Management.
 2010. Time for Design. Journal: Design Management Review , vol. 17, no.
2, pp. 10-18.
 2010. Managing on three planes. Journal: Leader To Leader , vol. 2010,
no. 57, pp. 29-33.
 2010. Management? It’s Not What You Think! AMACOM.
 2009. Managing. Berrett-Koehler Publishers.
 2008. Business Schools Programmes at the Crossroad. Journal: Finance &
Bien Commun , vol. 30, no. 1.
 2007. Tracking Strategies: Toward a General Theory. Kindle Edition. OUP
Oxford.
 2006. Management Education as if Both Matter. Journal: Management
Learning – MANAGE LEARNING , vol. 37, no. 4, pp. 419-428.
 2005. The invisible world of association. Journal: Leader To Leader , vol.
2005, no. 36, pp. 37-45.
 2005. Strategy Safari: A Guided Tour Through The Wilds of Strategic
Management. Simon and Schuster.
 2005. Strategy Bites Back: It Is Far More, and Less, than You Ever
Imagined. FT Press.
 2004. Managers, not MBAs: A hard look at the soft practice of managing
and management development. Berrett-Koehler Publishers.
 2004. Management as Life’s Essence: 30 Years of the Nature of
Managerial Work. Journal: Strategic Organization – STRATEG ORGAN , vol.
2, no. 2, pp. 205-212.
 2003. The strategy process: concepts, contexts, cases. Pearson Education.
 2003. The manager’s job: Folklore and fact. London: Routledge.
 2002. Reality programming for MBAs.
 2002. The economist who never came back. Journal: Scandinavian Journal
of Management – SCAND J MANAG , vol. 18, no. 4, pp. 616-618.
 2001. Managing the care of health and the cure of disease—Part I:
Differentiation. Health care management review, 26(1), 56-69.
 2001. The yin and the yang of managing. Journal: Organizational
Dynamics – ORGAN DYN , vol. 29, no. 4, pp. 306-312.
 2000. Sustaining the Institutional Environment. Journal: Organization
Studies – ORGAN STUD , vol. 21, no. 1, pp. 71-94.
 1999. Managing quietly. Journal: Leader To Leader , vol. 1999, no. 12, pp.
24-30.
 1998. Strategy Safary – The complete guide through the wilds of strategic
management. Free Press.
 1998. Covert leadership: notes on managing professionals. Harvard
business review, 76, 140-148.
 1996. Managing government, governing management. Harvard Business
Review, 74(3), 75.
 1995. Opening up decision making: The view from the black stool.
organization Science, 6(3), 260-279.
 1994. Rise and fall of strategic planning. Simon and Schuster.
 1994. The fall and rise of strategic planning. Harvard business review,
72(1), 107-114.
 1994. The rise and fall of strategic planning: Reconceiving roles for
planning, plans, planners (Vol. 458). New York: Free Press.
 1993. Structure in fives: Designing effective organizations. Prentice-Hall,
Inc.
 1993. Rounding out the managers job. Sloan Management Review, 3.
 1992. Cycles of organizational change. Strategic management journal,
13(S2), 39-59.
 1990. The design school: reconsidering the basic premises of strategic
management. Strategic management journal, 11(3), 171-195.
 1990. Strategy formation: schools of thought. Perspectives on strategic
management, 1968, 105-235.
 1990. The managers job. New York.
 1989. Mintzberg on management: Inside our strange world of
organizations. Simon and Schuster.
 1989. Visionary leadership and strategic management. Strategic
management journal, 10(S1), 17-32.
 1987. The strategy concept 1: five p’s for strategy. U. of California.
 1985. Of strategies, deliberate and emergent. Strategic management
journal, 6(3), 257-272.
 1985. Strategy formation in an adhocracy. Administrative science
quarterly, 160-197.
 1985. The organization as political arena. Journal of management studies,
22(2), 133-154.
 1982. Tracking strategy in an entrepreneurial firm. Academy of
management journal, 25(3), 465-499.
 1981. Organization design: fashion or fit?. Graduate School of Business
Administration, Harvard University.
 1980. Structure in 5’s: A Synthesis of the Research on Organization
Design. Management science, 26(3), 322-341.
 1979. The structuring of organizations: A synthesis of the research.
University of Illinois at Urbana-Champaign’s Academy for Entrepreneurial
Leadership Historical Research Reference in Entrepreneurship.
 1979. An emerging strategy of “direct” research. Administrative science
quarterly, 582-589.
 1976. The structure of “unstructured” decision processes. Administrative
science quarterly, 246-275.
 1976. Planning on the left side and managing on the right (p. 49). July-
August: Harvard Business Review.
  1973. Strategy-Making in Three Modes. California management review,
16(2).
 1971. Managerial work: analysis from observation. Management science,
18(2), B-97.

Henry Mintzberg, a prominent management thinker from the

1970s to the present, has consistently advocated for the practical
training of ...

Henry Mintzberg, a prominent management thinker from the 1970s to the present, has
consistently advocated for the practical training of managers in real management
experiences. The management theory of Henry Mintzberg basics are that management
skills cannot be taught in a classroom, but can only be enhanced through authentic
experiences.

Henry Mintzberg theory also includes breaking down workplace organization,

management roles and management responsibilities to promote clear understanding of
these sometimes complex concepts. Mintzberg's basic management theories are
designed to be of use to working managers who want to improve their management
skills and their understanding of how work is organized.

When gathering information about Henry Mintzberg theory, do the following:

1. Learn about Mintzberg's coordination mechanisms for workplace organization;

2. Consider the roles of the manager in Mintzberg theory;

3. Consult Mintzberg's writings and words for more detail.

Use the management theory of Henry Mintzberg to map organizational structure

and work
Henry Mintzberg discusses seven different forms of business organization, and six
components that characterize all organizations. Henry Mintzberg's theory of
organizational structure also breaks organizations' work down into six coordination
mechanisms, illustrating how distinct tasks are performed and then coordinated to
accomplish goals. Viewing work and organization as sets of distinct parts can help you
understand where your business is operating effectively, and where, specifically, your
business may be experiencing trouble.

Understand the role of the manager in Henry Mintzberg theory

The management theory of Henry Mintzberg also breaks down the manager's tasks into
three areas: interpersonal, information processing and decision making. Managers'
various roles, such as serving as a leader, a spokesman and a resource allocator, fit
into one of these three areas of activity. Understanding the tasks you perform as a
manager and where they fit in your organization can help you more effectively fulfill all
of the various roles of a business leader.

Read about the management theory of Henry Mintzberg in current and past
publications
The Mintzberg theory of management continues to evolve as Henry Mintzberg does
more work with active managers and businesspeople, as well as in the academy.
Keeping up to date with Mintzberg's work can help you stay on the cutting edge of
business management as well. Mintzberg's website provides comprehensive
information about his past and ongoing publications.

 Henry Mintzberg advocates a basic management theory that is designed to be

practiced and experiential. Because Mintzberg's theory is sometimes considered
to be outside of the formal academy, a university course on management theories
may or may not include the large body of work by Henry Mintzberg.

https://www.toolshero.com/toolsheroes/henry-mintzberg/

https://www.business.com/articles/management-theory-of-henry-mintzberg-basics/
Gantt charts, and their modern equivalent, program evaluation
and review technique (PERT) charts are graphic management
tools, ...

Gantt charts, and their modern equivalent, program evaluation and review technique
(PERT) charts are graphic management tools, providing visual methods of scheduling
both time and resources for work projects. Henry Gantt management theory
incorporates the record of the work that has been done, balanced with the work that still
needs to be completed.

According to Gantt theory, a Gantt chart is a bar chart showing the progression of time
through the phases of a project. The charts can be simple or complex, depending on the
needs of the project manager and the team. As you are deciding on how to manage a
project, consider the following:

1. The management theory of Henry Gantt dictates the use of both resources and time
when evaluating projects. Considering this, how many people will be needed to complete
the project?

2. Henry Gantt scientific management is a theory that incorporates benchmarks in a

project as a way to complete the project efficiently. What are the milestones and their
deadlines in your project?

3. How much time is needed to meet each of the milestone deadlines?

Explore Henry Gantt scientific management theory online solutions

There are multiple websites that offer interactive solutions to your management scheduling
problems. Look for open source solutions, free tutorials, and blog discussions that support
Henry Gantt management theory.

Train your staff to use project management solutions based on the management
theory of Henry Gantt
Your staff will be much more productive once they understand how valuable a solution to
business scheduling issues Gantt charts can be. There are online resources for free training on
how to create and use Gantt charts.
Choose Gantt chart software that will meet your needs
There are multiple software solutions for creating Gantt charts, PERT charts, and other project
management tools. Be sure to review several of the options before making your choice. Some
programs are very complex and others may be too simple for your projects.

 Project management doesn't have to be rocket science. Management theories abound

and can sometimes overwhelm. Take only what you need from the discussion, and create
Gantt chart tools that will truly assist you in completing your projects on time and within
budget. In other words, keep it simple for success.

Henry Gantt - Biography and Contribution - Industrial

Engineering
Henry Laurence Gantt, A.B., M.E. (May 20, 1861 – November 23, 1919) was an American
mechanical and industrial engineering.

Gantt was born in Calvert County, Maryland. He graduated from McDonogh School in 1878
and from Johns Hopkins University in 1880. He taught at the McDonogh School for three
years. He received a Masters of Engineering degree from the Stevens Institute of Technology
in New Jersey.

In 1884 he joined as a Mechanical Engineer with Pool and Hunt of Baltimore. In 1887
became an assistant to Frederick W. Taylor in applying industrial engineering (scientific
management) principles to the work at Midvale Steel and Bethlehem Steel, working there
with Taylor until 1893. In his later career as a management systems consultant, he designed
the 'task and bonus' system of wage payment and additional measurement methods for
worker efficiency and productivity.

In 1916, influenced by Thorsten Veblen he set up the New Machine, an association which
sought to apply the criteria of industrial efficiency to the political process. In association
with the Marxist, Walter Polakov he led a group from the 1916 ASME conference to discuss
Gantt's call for socialising industrial production under the control of managers
incorporating Polakov's analysis of inefficiency in the industrial context.

The American Society of Mechanical Engineers (ASME) awards an annual medal in honor of
Henry Laurence Gantt.

Henry Gantt's legacy to production management is the following:

Industrial Efficiency: Industrial efficiency can be improved by the application of scientific
analysis to all aspects of the work in progress. The industrial management role is to improve
the system by eliminating chance and accidents.
The Task And Bonus System: He linked the bonus paid to managers to how well they taught
their employees to improve performance.
The Gantt chart: Still accepted as an important management tool today, it provides a
graphic schedule for the planning and controlling of work, and recording progress towards
stages of a project. The chart has a modern variation, Program Evaluation and Review
Technique (PERT).
The social responsibility of business: He believed that businesses have obligations to the
welfare of the society in which they operate.

Gantt and Charts for Visual Display of Load and Schedule

Gantt created many different types of charts. He designed his charts so that foremen or
other supervisors could quickly know whether production was on schedule, ahead of
schedule, or behind schedule. Modern project management software includes this critical
function even now.

Gantt (1903) describes two types of balances:

The "man’s record", which shows what each worker should do and did do, and
the "daily balance of work", which shows the amount of work to be done and the amount
that is done.
Gantt gives an example with orders that will require many days to complete. The daily
balance has rows for each day and columns for each part or each operation. At the top of
each column is the amount needed. The amount entered in the appropriate cell is the
number of parts done each day and the cumulative total for that part. Heavy horizontal lines
indicate the starting date and the date that the order should be done. According to Gantt,
the graphical daily balance is "a method of scheduling and recording work". In this 1903
article, Gantt also describes the use of: "production cards" for assigning work to each
operator and recording how much was done each day.

In his 1916 book "Work, Wages, and Profits" Gantt explicitly discusses scheduling,
especially in the job shop environment. He proposes giving to the foreman each day an
"order of work" that is an ordered list of jobs to be done that day. Moreover, he discusses the
need to coordinate activities to avoid "interferences". However, he also warns that the most
elegant schedules created by planning offices are useless if they are ignored, a situation that
he observed.

In his 1919 book "Organizing for Work" Gantt gives two principles for his charts:

one, measure activities by the amount of time needed to complete them;

two, the space on the chart can be used to represent the amount of the activity that should
have been done in that time.
Gantt’s machine record chart and man record chart are quite similar, though they show both
the actual working time for each day and the cumulative working time for a week. Each row
of the chart corresponds to an individual machine or operator. These charts do not indicate
which tasks were to be done, however.

Some Publications

Henry L. Gantt, Dabney Herndon Maury (1884) The Efficiency of Fluid in Vapor Engines.
D. Van Nostrand.
Henry L. Gantt (1903) A graphical daily balance in manufacture
Henry L. Gantt (1908) Training Workmen in Habits of Industry and Coöperation. 12 pages.
Henry L. Gantt (1910) The Compensation of Workmen ...: A Lecture Delivered Before the
Harvard Graduate School of Business Administration, Dec. 15, 1910. 116 pages.
Henry L. Gantt (1910), Work, Wages, and Profits: Their Influence on the Cost of Living, New
York, New York, USA: Engineering Magazine Company, LCCN 10014590. (See also second
edition, revised and enlarged.)
Henry L. Gantt (1916), Industrial leadership, New Haven: Yale University Press.
Henry L. Gantt (1919), Organizing for Work, New York, New York, USA: Harcourt, Brace,
and Howe, LCCN 19014919.

http://en.wikipedia.org/wiki/Henry_Gantt

http://www.uh.edu/engines/epi2753.htm

http://www.teachspace.org/personal/research/management/gantt_and_williams.html

http://www.elizabethedersheim.com/2013/05/20/enduring-thinkers-henry-laurence-
gantt-born-may-20-1861/

https://www.business.com/articles/management-theory-of-henry-gantt/