d in the English language which contains its full meaning,
therefore we will use the word here in the sense of assigning work
according to capacity or faculty. A faculty means--"A specific
power, mental or physical; a special capacity for any particular
kind of action or affection; natural capability."

PSYCHOLOGICAL USE OF FUNCTIONALIZATION.--The word "Function" is
in constant use by modern psychologists, especially by those who
believe that--"Psychology is the science of the self in relation to
environment,"[1] or that "Psychology is a scientific account of our
mental processes."[2] Sully defines a function as "a psychologically
simple process,"[3] and compares its elementariness to a muscular
contraction as an element of a step in walking.

In investigating the principle of Functionalization as embodied
in various forms of Management, we must note that, while Management
can, and does under Scientific Management, attempt to functionalize
_work_ as far as possible, it will be impossible to come to ultimate
results until a psychological study of the requirement of the
work _from_ the worker, and results of the work _on_ the worker
is made.[4]

FUNCTIONALIZATION IN MANAGEMENT.--"Functional Management"
consists, to quote Dr. Taylor, "in so directing the work of
management that each man from the assistant superintendent down
shall have as few functions as possible to perform. If practicable,
the work of each man in the management should be confined to the
performance of a single leading function."[5]

A study of functionalization as applied to management must
answer the following questions:

1. How is the work divided?
2. How are the workers assigned to the work?
3. What are the results to the work?
4. What are the results to the worker?

TRADITIONAL MANAGEMENT SELDOM FUNCTIONALIZES.--Under Traditional
Management the principle of Functionalization was seldom applied or
understood. Even when the manager tried to separate planning from
performing, or so to divide the work that each worker could utilize
his special ability, there were no permanently beneficial results,
because there was no standard method of division.

THE WORK OF THE FOREMAN NOT PROPERLY DIVIDED.--The work of a
foreman was not divided, but the well rounded man, as Dr. Taylor
says,[6] was supposed to have

1. Brain
2. Education
3. Special or technical knowledge, manual dexterity or strength