The end of economic man (1939). This is Drucker's first full-length book. In it he presents his reasons for the causes of fascism and analyzes the failures of established institutions. He adduces vigorous arguments in favor of the need for a new social and economic order. "Looking back, the only thing I was good at was observing phenomena and wondering what they meant. In 1933 I already knew how Hitler would end up, and then I started my first book, The End of Economic Man, which could not be published until 1939, because no publisher wanted to accept such horrible visions. It was perfectly clear to me that Hitler would end up killing the Jews and it was also clear that he would end up signing a treaty with Stalin." Drucker's analysis met with a wide and positive response, including from Winston Churchill, who praised the book and its author in the Times Literary Supplement. Hayek, in his own analysis of totalitarianism, The Road to Serfdom, referred to Drucker's book in two places.
The future of industrial man (1942). The author asks, can individual freedom be preserved in an industrial society? The dominance of large corporations, the power of managers, automation, and the dangers of monopoly and totalitarianism are important topics covered in this book. "In my second book, The Future of Industrial Man, I came to the conclusion that the integrating principle of modern society had become the large-scale organization. At that time, however, only the business organization existed. In this country, the commercial enterprise was the first modern institution that emerged. I decided that I needed to be inside, to really study a large company from the inside; as a human, social, political organization - as an integrating mechanism."
The concept of corporation (1946). The author reveals how, through decentralization, General Motors becomes one of the largest American corporations. Drucker said that decentralization was good because it created small groups where people felt their contribution was important. The success of this work demonstrated that in those years there was enormous interest in management. Alfred Sloan Jr.), president of GM from 1923 to 1956, would also tell of his experiences in the company he directed in his work: “My years with General Motors” (1962).
The new society (1950). In this important book, Drucker brings together the themes that run through his first two books, The End of Economic Man and The Future of Industrial Man. Sharpens your impression about the new world order. It extends into the concept of the large company, as the representative social institution. It presents an image of the way the world will function in the last decades of the century, an image that became a remarkable reality.
The practice of management (1954). He did it so that ordinary people could learn to manage, something that at that time only an elite could do. From then on, Administration became a true discipline and the book the first “Bible” in management. His analysis of Management is a valuable guide for business leaders who need to study their own performance, diagnose their failures, and improve their productivity, as well as that of their company. Illustrative examples are taken from companies such as Sears Roebuck & Co., General Motors, Ford, IBM, Chrysler and American Telephone & Telegraph. This work also explains Management by Objectives, considering Drucker as one of the main pioneers of the concept.
The limits of tomorrow (1959). In the first two chapters, Drucker describes new world norms, the fruit of recent years. He then sets out the tests that must be overcome in education, government and political economy. The book ends with Drucker's observations about the spiritual reality of human existence.
Management by objectives (1964). It was the first book to explain business strategy (business strategy). Drucker shows how existing businesses have to focus on opportunities rather than problems to be effective, which is why opportunities make them grow and develop. "Management by Objectives was the first book to deal with what is now called 'Business Strategy.' term. ‘Strategy,’ we were told over and over again, belongs to the military or perhaps to political campaigns, but not to business.”
The effective executive (1967). It talks about the executive's obligation to be efficient, but considering that this effectiveness can be learned, understanding effectiveness as a set of habits, that is, a sum of repeated actions that end up becoming internalized in the executive's way of being. For Drucker there are five practices and habits that must be learned to become an effective executive: 1° every efficient executive controls his time, 2° every effective executive directs his efforts towards predetermined results, 3° the efficient executive builds with forces: his own and those of his superiors, colleagues and subordinates and those of circumstances, 4° the effective executive focuses on a few major areas, therefore, he establishes priorities; 5° the efficient executive makes effective decisions, he knows that he has to apply a system to do so. A new revision was published in 2002, and in 2005, "The Effective Executive in Action," a journal for getting well organized, was published.
The era of discontinuity (1969). Introduces the concept of knowledge worker and influences innovation and entrepreneurial spirit. It speaks of a new discipline that can be taught and learned, innovation. In the section dedicated to “the knowledge society”, it was based on a series of data and economic projections by Fritz Machlup (one of the first authors to coin the expression "Information Society"). Drucker explained in this work that, by the end of the 70s, the knowledge sector would generate half of the GDP. In 1970, the theme of the annual meeting of the American Society for Information Science was “The Information-Conscious Society,” and a paper presented was on “The Advent of the Information Society.” According to Drucker, natural resources, labor and capital have become secondary and can be obtained with some ease, as long as there is knowledge.
Technology, management and society (1970). It is a collection of essays that cover the technological trends of the century, such as: long-term planning, reciprocal relationships between technology, science and culture; and those of the old and future administrator.
Management: Tasks, Responsibilities and Practices (1973). Administration is an organized body of knowledge. “This book – says Drucker – seeks to equip the manager with the understanding, thinking, knowledge and skills for the jobs of today and tomorrow.” Drucker discusses the tools and techniques for a successful management practice; “Well, it is worth repeating, the effective administration of our institutions is the only option against the tyranny of our pluralistic society of institutions and the goal, the motive and the purpose of this work are to prepare the effective action of current and future managers.”
Managing in turbulent times (1980). This book concerns the immediate future of business, society and economy. We are – says Drucker – entering a new economic era with new trends, new markets, new currencies, new principles, new technologies and new institutions. How will administrators and the Administration deal with these new realities? The author explains that this work is interested in action, in decisions, rather than in understanding or analysis. It deals with the strategies necessary to transform rapid changes into opportunities, to modify the threat of change into productive and profitable action that contributes positively to our society, the economy and the individual.
Innovation and entrepreneurship (1985). The first book to present innovation and entrepreneurship as a determined and systematic discipline. Analyzes the challenges and opportunities of America's new entrepreneurial economy. It is an excellent practical book that explains the new risks that successful companies and institutions of tomorrow have to be aware of. "I wrote that book because I felt that the time had come to get a little more serious about that topic than most works were, and partly also because, abruptly, most of the things that are read and heard seem to me, based on my 30 years of work and experience, to be misunderstood. The entrepreneur - the person with the entrepreneurial personality of George Gilder - exists, yes, there are people like that, but they rarely succeed. On the other hand, individuals who that Gilder would never accept as entrepreneurs are often very successful.”
Managing the non-profit organization (1990). It talks about service and non-profit organizations, rapidly growing sectors of our society that increasingly require the help of experts who know how to manage them effectively. Drucker gives examples and explanations about mission, leadership, resources, marketing, objectives, personal development, decision making and much more.
The management of the future (1993). While everyone was talking about the new economy, he says that it was society that was changing, and that it was changing more and more rapidly. The information revolution turned out to be one of those changes, as well as demographic changes and the decline of traditional industry as a provider of wealth and work. Terrorism was also one of the most radical agents of change in world politics. Executives had to understand the new realities in order to be successful in this new society.
The post-capitalist society (1993). The post-capitalist society is a knowledge society. In a capitalist system, “capital” is the critical production resource and is totally separate from and even in opposition to “labor.” In this society where we are heading very quickly, it is “knowledge” and not capital, the key resource. It cannot be purchased with money or created by investment capital. It broadly explains the emerging economy, the knowledge economy, its protagonist (the knowledge worker) and the implications for organizations. An incisive analysis of the greatest global transformation that takes place from the age of capitalism to the knowledge society.
Management challenges in the 21st century (1999). It deals with self-management, that is, it asks a series of questions) such as "what are my strengths?, how do I perform?, am I a reader or a listener? or do they not listen to me?, how do I learn?, what are my values?, where do I belong?, how can I contribute?, giving us the answers in an extremely simple and brilliant way. “This is not a book about predictions. It is not a book about the future. The challenges and issues discussed here are already with us in all developed countries and in most emerging ones (for example, Korea and Türkiye). They can now be identified, discussed, analyzed, and prescriptions can now be formulated for them. Some people, somewhere, are already working on them.” Examines the radical influences on society, politics and business now and in the years to come.
The Essential Drucker (2001). People who wonder where can I start reading Drucker? Which of his works are essential? You will find the answer in this book, which contains 26 chapters taken from his various works published between 1954 and 1999, offering in Drucker's words "a coherent and reasonably comprehensive 'Introduction to Administration' and gives an overview of my Administration work."