s of work, and such special fitness or capability as he
had, was seldom systematically utilized, or automatically assigned
to his special function, neither was such experience as he had
gained systematically conserved. Moreover, no such study of the work
to be done had been made as would prove that the assignment of that
particular worker to the work was right. The psychology of this was
entirely wrong,--not only had no such study of the general and
particular characteristics, traits, faculties, and talents of the
man been made as would prove that he was the right man to be
assigned, but the mere fact that he possessed one quality necessary
for the work, if he really did possess it, was no sign that the
other qualities which he possessed might not make him the wrong man
to be chosen. Even if the man did happen to be assigned to work for
which he was particularly suited, unless provision were made to keep
him at such work only, to keep him well supplied with work, to allow
time for rest, and to provide proper pay, he could not utilize his
capabilities to the fullest extent.

TRANSITORY MANAGEMENT FUNCTIONALIZES.--Under Transitory
Management, management becomes gradually more and more functionalized.
With separated outputs and separate records, the worker's
capabilities become apparent, and he can be assigned to the
standardized positions which gradually evolve. Every recognition of
individuality carries with it a corresponding functionalization of
men and work.

FUNCTIONALIZATION A FUNDAMENTAL OF SCIENTIFIC MANAGEMENT.--With
Scientific Management comes the realization that with close study
and with functionalization only, can that provision and assignment
of the work which is best for both work and worker be obtained. The
principle is applied to every part of management, and results in

1. separating the planning from the performing.
2. functionalizing foremen.
3. functionalizing workers.
4. assigning competent workers to fitting work.

SEPARATING THE PLANNING FROM THE PERFORMING.--The emphasis on
separating the planning from the performing in Scientific Management
cannot be over-estimated. It is a part of Dr. Taylor's fourth
principle of Scientific Management, "Almost equal division of the
work and the responsibility between the management and the
workmen."[10] The greatest outputs can be achieved to the greatest
benefit to managers and men when the work is divided, the management
unde