n seen
before the advent of the trained engineer on the work include:--

1. lack of planning ahead.
2. an overworked foreman.
3. no functionalizing of the work.
4. no standards of individual efficiency.
5. unmeasured individual outputs.
6. no standard methods.
7. no attempt at teaching.
8. inaccurate directions.
9. lack of athletic contests.
10. no high pay for extra efficiency.
11. poor investigation of workers' special capabilities.

In spite of the fact that under unfunctionalized management the
foreman has far more to do than he can expect to do well, the
average foreman thinks that he belongs to a class above his
position. This is partly because the position is so unstandardized
that it arouses a sense of unrest, and partly because he has to
spend much of his time at low priced functions.

Under the feeling of enmity, or at least, of opposition, which
often exists, openly or secretly, between the average Traditional
Management and men, the foreman must ally himself with one side or
the other. If he joins with the men, he must countenance the
soldiering, which they find necessary in order to maintain their
rates of wages. Thus the output of the shop will seldom increase and
his chance for appreciation and promotion by the management will
probably be slight and slow. His position as boss, combined with
that of ally of the men, is awkward.

If he allies himself to the management, he must usually become a
driver of the men, if he wishes to increase output. This condition
will never be agreeable to him unless he has an oversupply of brute
instincts.

THE WORKERS NOT BEST UTILIZED.--Under the best types of
Traditional Management we do find more or less spasmodic attempts at
the functionalization of the worker. When there was any particular
kind of work to be done, the worker who seemed to the manager to be
the best fitted, was set at that kind of work. For example--if there
was a particularly heavy piece of work he might say--"Let A do it
because he is strong." If there was a particularly fine piece of
work to be done he might say--"Let B do it because he is specially
skilled." If there was a piece of work to be done which required
originality, he might say--"Let C do it for the reason that he is
inventive and resourceful;" but, in most cases, when the particular
job on hand was finished, the worker selected to do it returned to
other classe