His duties consist of: 
      considering broad policies.
      considering new applicants for important positions.
      considering the character and fitness of the men.
      determining a proper day’s work.
      determining costs.
      determining the method of compensation.
      determining the sequence of events for the best results.
      disciplining the men.
      dividing the men into gangs for speed contests.
      fixing piece and day rates.
      getting rid of inferior men.
      handling relations with the unions.
      hiring good men.
      installing such methods and devices as will detect dishonesty.
      instructing the workman.
      keeping the time and disciplining those who are late or absent.
      laying out work.
      looking ahead to see that there are men enough for future work.
      looking ahead to see that there is enough future work for the men.
      making profits.
      measuring each man’s effort fairly.
      obtaining good results in quality.
      paying the men on days when they are discharged.
      paying the men on pay day.
      preventing soldiering.
      readjusting wages.
      retaining good men.
      seeing that all men are honest.
      seeing that men are shifted promptly when breakdowns occur.
      seeing that repairs are made promptly before breakdowns occur,
      seeing that repairs are made promptly after breakdowns occur.
      seeing that the most suitable man is allotted to each part
        of the work.
      seeing that the work is not slighted.
      setting piece work prices.
      setting rates.
      setting tasks.
      supervising timekeeping.
      teaching the apprentices.
      teaching the improvers.
      teaching the learners.

    In studying these lists we note—­

    1.  That the position will be best filled by a very high and
       rare type of man.
    2.  That the man is forced to use every atom of all of his
       powers and at the same time to waste his energies in doing much
       unimportant pay reducing routine work, some of which could be
       done by clerks.
    3.  That in many cases the work assigned for him to do calls
       for qualifications which are diametrically opposed to each other.
    4.  That psychology tells us that a man fitted to perform some
       of these duties would probably be mentally ill fitted for
       performing others in the best possible way that they could be
       performed.

WORK NOT WELL DONE.—­Not only does the foreman under Traditional Management do a great deal of work which can be done by cheaper men, but he also wastes his time on clerical work in which he is 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.