unnecessary waste.

CHANGES IN THE FUNCTIONS OF THE FOREMAN.--A Foreman, under
Scientific Management, must have three qualifications. He must be

1. a specialist at the work that he is to do.
2. a good observer, able to note minute variations of method,
work, and efficiency.
3. a good teacher.

A comparison of these qualifications with those of the foreman
under Traditional Management, will show as important changes,--

1. the particular place in the field of knowledge in which
the foreman must specialize.
2. the change in the type of criticism expected from the
foreman.
3. the far greater emphasis placed on duties as a teacher.

IMPORTANCE OF THE TEACHING FEATURE IN FUNCTIONAL FOREMANSHIP.--
The teaching feature of management,--the most important feature of
Scientific Management,--will be discussed in the Chapter on
Teaching. Only so much is included here as shows its derivation from
the principle of functionalization, and its underlying importance.

Functionalization means specialization. This results in
cooeperation between foremen, between foremen and workers, and
between workers. By "co-operate" is here meant not only "to work
together," but also "to work together to promote the object." This
cooeperation persists not only because it is demanded by the work,
but also because it is insured by the inter-dependent bonuses.

Functionalization under Scientific Management separates planning
from performing. This means that the specialists who plan must teach
the specialist who performs, this being the way in which they
co-operate to the greatest personal advantage to all.

BASIS OF DIVISION INTO FUNCTIONS.--Under Scientific Management
divisions are made on the basis of underlying ideas. Functions are
not classified as they are embodied in particular men, but men are
classified as they embody particular functions. This allows of
standardization, through which alone can progress and evolution come
quickest. It is comparatively easy and simple to standardize a
function. Being a "set duty," it can be fixed, studied and
simplified. It is extremely difficult and complex to standardize an
individual. This standardizing of the function, however, in no wise
stunts individuality. On the contrary, it gives each individual a
chance to utilize his particular faculty for obtaining the greatest
efficiency, pleasure and profit. This is well illustrated in th