Scientific Management provides always, and most emphatically, that the man shall have hours free from his work in such a state that he will not be too fatigued to do anything.  Furthermore, if he work as directed, his number of working hours per day will be so reduced that he will have more time each day for his chosen form of mental stimulus and improvement.

Our friend John Brashear is a most excellent example of what one can do in after hours away from his work.  He was a laborer in a steel mill.  His duties were not such as resemble in any way planning or research work, yet he became one of the world’s most prominent astronomical thinkers and an Honorary member of the American Society of Mechanical Engineers, because he had the desire to be a student.  Under Scientific Management such a desire receives added impetus from the method of attack provided for through its teaching.

FUNCTIONALIZING THE WORK ITSELF.—­The work of each part of the planning and performing departments may be functionalized, or subdivided, as the result of motion study and time study.  The elementary timed units are combined or synthesized into tasks, made to fit the capabilities of specialized workers.  It is then necessary to:—­

    1.  List the duties and requirements of the work.
    2.  Decide whether the place can be best handled as one, or
       subdivided into several further subdivisions, or functions,
       or even sub-functions, for two or more function specialists.

For the sake of analysis, all work may be considered as of one of two classes:—­

    1. the short time job.
    2. the long time job.

    These two divisions are handled differently, as follows: 

THE SHORT TIME JOB.—­On the short time job that probably will never be repeated, there is little opportunity and no economic reason for specially training a man for its performance.  The available man best suited to do the work with little or no help should be chosen to do it.  The suitability of the man for the work should be determined only by applying simple tests, or, if even these will cause costly delay or more expense than the work warrants, the man who appears suitable and who most desires the opportunity to do the work can be assigned to it.

If the job is connected with a new art, a man whose habits will help him can be chosen.

For example:—­in selecting a man to fly, it has been found advantageous to give a trick bicycle rider the preference.

There is no other reason why the man for the short job should not be fitted as well to his work as the man for the long job, except the all-important reason of cost for special preparation.  Any expense for study of the workers must be borne ultimately both by worker and management, and it is undesirable to both that expense should be incurred which will not be ultimately repaid.