In 1955, those premises were explicitly challenged by Peter Drucker in his classic The Practice of Management. Describing scientific management as “our most widely practiced personnel-management concept,” Drucker praised the brilliance of its early insights, but added that “its insight is only half an insight.”4 He argued that simply because you can analyze work into its component parts, it does not follow that it should be organized that way. He also argued that planning and doing are not separate jobs, but separate parts of the same job.
