1. what work is to be done. 2. sequence in which it is to be done. 3. method by which it shall be done. 4. where it shall be done. 5. which men shall do it. 6. time that it shall take. 7. exact quality of product. 8. quantity of additional pay that shall be given for doing it.

WORK OF THE WORKERS.—­The men are simply given standard tasks to do, with teachers to help them, and a standard wage according to performance as a reward.  There are but three things expected of them:—­

    1. cooeperation with the management in obtaining the prescribed
       work, method and quality.
    2. the exercise of their ingenuity in making improvements
       after they have learned the standard prescribed practice.
    3. the fitting of themselves for higher pay and promotion.

FUNCTIONALIZED FOREMANSHIP.—­The work that, under Scientific Management, is usually done by one man, the Foreman, is subdivided into eight or more functions.  These functions are assigned to the following functional foremen:[11]

Planning Department 1.  Order of work and route man 2.  Instruction card man 3.  Cost and time clerk 4.  Disciplinarian

Performing Department 5.  Gang boss 6.  Speed boss 7.  Repair boss 8.  Inspector

Each of the above functions may be in charge of a separate man, or one man may be in charge of several functions, or several men may do the work of one function; the work being divided between them in some cases by further functionalizing it,—­and in others by separating it into similar parts.  Which of these conditions is most effective depends on the size of the job, or the nature of the job to be done.  The important question is, not the number of men doing the planning, but the fact that every foreman, so far as is possible, is assigned to the special kind of work that he is best fitted to do with the greatest elimination of unnecessary waste.

CHANGES IN THE FUNCTIONS OF THE FOREMAN.—­A Foreman, under Scientific Management, must have three qualifications.  He must be

    1. a specialist at the work that he is to do.
    2. a good observer, able to note minute variations of method,
       work, and efficiency.
    3. a good teacher.

A comparison of these qualifications with those of the foreman under Traditional Management, will show as important changes,—­

    1. the particular place in the field of knowledge in which
       the foreman must specialize.
    2. the change in the type of criticism expected from the
       foreman.
    3. 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.