who combine four or five of these attributes, it becomes evident that
the work of management should be so subdivided that the various
positions can be filled by men of this caliber, and a great part of the
art of management undoubtedly lies in planning the work in this way.
This can, in the judgment of the writer, be best accomplished by
abandoning the military type of organization and introducing two broad
and sweeping changes in the art of management:

(a) As far as possible the workmen, as well as the gang bosses and
foremen, should be entirely relieved of the work of planning, and of all
work which is more or less clerical in its nature. All possible brain
work should be removed from the shop and centered in the planning or
laying-out department, leaving for the foremen and gang bosses work
strictly executive in its nature. Their duties should be to see that the
operations planned and directed from the planning room are promptly
carried out in the shop. Their time should be spent with the men,
teaching them to think ahead, and leading and instructing them in their
work.

(b) Throughout the whole field of management the military type of
organization should be abandoned, and what may be called the'
"functional type" substituted in its place. "Functional management"
consists in so dividing the work of management that each man from the
assistant superintendent down shall have as few functions as possible to
perform. If practicable the work of each man in the management should be
confined to the performance of a single leading function. Under the
ordinary or military type, the workmen are divided into groups. The men
in each group receive their orders from one man only, the foreman or
gang boss of that group. This man is the single agent through which the
various functions of the management are brought into contact with the