and
- a good teacher.
A comparison of these qualifications with those of the foreman under Traditional Management, will show as important changes, —
- the particular place in the field of knowledge in which the foreman must specialize.
- the change in the type of criticism expected from the foreman.
- 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 coöperation between foremen, between foremen Page 065 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 coöperation 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 the case of specialization in baseball, for excellence as a pitcher does not stunt the player as a catcher.
Functions may be subdivided as far as the nature of the work demands. Note here, again, that it is the relative complexity or simplicity of the nature of the work that is to be done that determines the degree Page 066 of its functionalization, not the number of men employed at the work.
Note, also, that with every subdivision of functions comes greater opportunity for specialization, hence for individual development.
Place of Operation of the Functions. — Four functions of the eight find their place in the planning department. The other four are out on the work. That is to say, — the men who represent four functions work almost entirely in the planning room, while