Functionalization means specialization.  This results in cooeperation between foremen, between foremen 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 cooeperation 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 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 the men who represent the other four functions work mostly among the workers.  This division is, however, largely a matter of convenience.  Three of the first four groups of men communicate with the workers mostly in writing and are seldom engaged as observers, except in obtaining data for the creation of standards, while the fourth is often in the planning room.  The last four usually communicate with the men orally, and must observe and teach the worker constantly.

In the descriptions that follow, each function is represented as embodied in one man, this aiding simplicity and clearness in description.

THE ORDER OF WORK AND ROUTE CLERK.—­The Order of Work and Route Clerk lays out the exact path of each piece of work, and determines the sequence of events of moving and a general outline of performance.[12] With the requirements of the work in mind, the most efficient day’s work for each worker is determined.  The paths and sequences of transportation are outlined by means of route charts and route sheets showing graphical and detailed directions, which are the means by which the foremen of the other functions are enabled to cooeperate with other foremen and with the workers.