THE INSTRUCTION CARD CLERK.--The Instruction Card Clerk prepares
written directions for the workers as to what methods should be used
in doing the work, the sequence of performance of the elements of
the method, the speeds and action of the accompanying machinery, the
time that each element should take for its performance, the time
allowed for rest for overcoming fatigue caused by its performance,
and the total elapsed time allowed for performing all of the work on
the instruction card in order to obtain the unusually high
additional wages as a reward for his skill and cooeperation.

The work of this function requires the best available (but not
necessarily the fastest), practical experienced man in the trade
described, who also has had sufficient experience in motion study
and time study to enable him to write down the best known method for
doing the work described, and also prophesying the correct time that
the work and rest from its resulting fatigue will take. He must
supplement the instruction card with such sketches, drawings and
photographs as will best assist the worker to visualize his work
before and during its performance.

FUNCTION OF TIME AND COST CLERK.--The work done by the Time and
Cost Clerk calls for accuracy and a love of statistical detail. It
will help him if he knows the trades with which he is cooeperating,
but such knowledge is not absolutely essential. He will be promoted
fastest who has a knowledge of the theory of management, coupled
with the theory and practice of statistics and accountancy, for the
true costs must include knowledge of costs of materials, and the
distribution of the overhead burden of running expenses and selling.

FUNCTION OF THE DISCIPLINARIAN.--The function of the
Disciplinarian must be discussed at length, both because of the
psychological effect upon the men of the manner of the discipline
and of the disciplinarian, and because of the fact that the
disciplinarian is the functional foreman of the four in the planning
department who comes in most personal contact with the workers, as
well as all of the other foremen, and the Superintendent.

It is important to note, in the discussion that is to follow,
not only how disciplining is transformed as management develops
progressively, but also that the intimate acquaintance of
discipliner with disciplined is not done away with, but rather
supplemented by the standardizing which is the outcome of Scientif