not a specialist, and, therefore, which he does not do as well as the work can be done by a cheaper man, and this takes more of his time than he ought to devote to it. The result is that the work is not done as well as it can and should be done.
A most perfect illustration of a common form of Traditional Management is the old story of the foreman, who, in making his rounds of the various parts of the work, comes to the deep hole being excavated for a foundation pier and says hurriedly — "How many of yez is there in the hole?" "Seven." "The half of yez come up."
The theoretical defects of the old type of management often seen before the advent of the trained engineer on the work include: —
- lack of planning ahead.
- an overworked foreman.
- no functionalizing of the work.
- no standards of individual efficiency.
- unmeasured individual outputs.
- no standard methods.
- no attempt at teaching.
- inaccurate directions.
- lack of athletic contests.
- no high pay for extra efficiency.
- 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