instance making shoes in a shoe factory. The dirt handling is done by
Italians or Hungarians.

After the planning room with functional foremanship has accomplished its
most difficult task, of teaching the men how to do a full day's work
themselves, and also how to get it out of their machines steadily, then,
if desired, the number of non-producers can be diminished, preferably,
by giving each type of functional foreman more to do in his specialty;
or in the case of a very small shop, by combining two different
functions in the same man. The former expedient is, however, much to be
preferred to the latter. There need never be any worry about what is to
become of those engaged in systematizing after the period of active
organization is over. The difficulty will still remain even with
functional foremanship, that of getting enough good men to fill the
positions, and the demand for competent gang bosses will always be so
great that no good boss need look for a job.

Of all the farces in management the greatest is that of an establishment
organized along well planned lines, with all of the elements needed for
success, and yet which fails to get either output or economy. There must
be some man or men present in the organization who will not mistake the
form for the essence, and who will have brains enough to find out those
of their employees who "get there," and nerve enough to make it
unpleasant for those who fail, as well as to reward those who succeed.
No system can do away with the need of real men. Both system and good
men are needed, and after introducing the best system, success will be
in proportion to the ability, consistency, and respected authority of
the management.

In a book of this sort, it would be manifestly impossible to discuss at