rtaking that part of the work that it is best fitted to do, the
workmen performing that part which they are best fitted to do.

THE WORK OF THE PLANNING DEPARTMENT.--It has been determined by
actual experience that the line of division most agreeable to the
managers and the workmen and most productive of cooeperation by both,
as well as most efficient in producing low costs, is that which
separates the planning from the performing. Under Scientific
Management the Planning Department relieves the man of determining--

1. what work is to be done.
2. sequence in which it is to be done.
3. method by which it shall be done.
4. where it shall be done.
5. which men shall do it.
6. time that it shall take.
7. exact quality of product.
8. quantity of additional pay that shall be given for doing it.

WORK OF THE WORKERS.--The men are simply given standard tasks to
do, with teachers to help them, and a standard wage according to
performance as a reward. There are but three things expected
of them:--

1. cooeperation with the management in obtaining the prescribed
work, method and quality.
2. the exercise of their ingenuity in making improvements
after they have learned the standard prescribed practice.
3. the fitting of themselves for higher pay and promotion.

FUNCTIONALIZED FOREMANSHIP.--The work that, under Scientific
Management, is usually done by one man, the Foreman, is subdivided
into eight or more functions. These functions are assigned to the
following functional foremen:[11]

Planning Department
1. Order of work and route man
2. Instruction card man
3. Cost and time clerk
4. Disciplinarian

Performing Department
5. Gang boss
6. Speed boss
7. Repair boss
8. Inspector

Each of the above functions may be in charge of a separate man,
or one man may be in charge of several functions, or several men may
do the work of one function; the work being divided between them in
some cases by further functionalizing it,--and in others by
separating it into similar parts. Which of these conditions is most
effective depends on the size of the job, or the nature of the job
to be done. The important question is, not the number of men doing
the planning, but the fact that every foreman, so far as is
possible, is assigned to the special kind of work that he is best
fitted to do with the greatest elimination of