The work of this function requires a practical man, of the successful foreman type, experienced in the class of work to be executed, who is also familiar with the theories of Scientific Management in general, and the work of the other foremen in particular, and who has the faculty of visualization and well developed constructive imagination.  He must also have at his command in systematic form, and available for immediate use, records of previous experience.

THE INSTRUCTION CARD CLERK.—­The Instruction Card Clerk prepares written directions for the workers as to what methods should be used in doing the work, the sequence of performance of the elements of the method, the speeds and action of the accompanying machinery, the time that each element should take for its performance, the time allowed for rest for overcoming fatigue caused by its performance, and the total elapsed time allowed for performing all of the work on the instruction card in order to obtain the unusually high additional wages as a reward for his skill and cooeperation.

The work of this function requires the best available (but not necessarily the fastest), practical experienced man in the trade described, who also has had sufficient experience in motion study and time study to enable him to write down the best known method for doing the work described, and also prophesying the correct time that the work and rest from its resulting fatigue will take.  He must supplement the instruction card with such sketches, drawings and photographs as will best assist the worker to visualize his work before and during its performance.

FUNCTION OF TIME AND COST CLERK.—­The work done by the Time and Cost Clerk calls for accuracy and a love of statistical detail.  It will help him if he knows the trades with which he is cooeperating, but such knowledge is not absolutely essential.  He will be promoted fastest who has a knowledge of the theory of management, coupled with the theory and practice of statistics and accountancy, for the true costs must include knowledge of costs of materials, and the distribution of the overhead burden of running expenses and selling.

FUNCTION OF THE DISCIPLINARIAN.—­The function of the Disciplinarian must be discussed at length, both because of the psychological effect upon the men of the manner of the discipline and of the disciplinarian, and because of the fact that the disciplinarian is the functional foreman of the four in the planning department who comes in most personal contact with the workers, as well as all of the other foremen, and the Superintendent.

It is important to note, in the discussion that is to follow, not only how disciplining is transformed as management develops progressively, but also that the intimate acquaintance of discipliner with disciplined is not done away with, but rather supplemented by the standardizing which is the outcome of Scientific Management.

The defects of methods of disciplining under Traditional Management are remedied, but here, as always, Scientific Management retains and develops that which is good.  This because the good in the older forms conformed, unconsciously, to the underlying laws.