men. Certainly the most marked outward characteristic of functional
management lies in the fact that each workman, instead of coming in
direct contact with the management at one point only, namely, through
his gang boss, receives his daily orders and help directly from eight
different bosses, each of whom performs his own particular function.
Four of these bosses are in the planning room and of these three send
their orders to and receive their returns from the men, usually in
writing. Four others are in the shop and personally help the men in
their work, each boss helping in his own particular `line or function
only. Some of these bosses come in contact with each man only once or
twice a day and then for a few minutes perhaps, while others are with
the men all the time, and help each man frequently. The functions of one
or two of these bosses require them to come in contact with each workman
for so short a time each day that they can perform their particular
duties perhaps for all of the men in the shop, and in their line they
manage the entire shop. Other bosses are called upon to help their men
so much and so often that each boss can perform his function for but a
few men, and in this particular line a number of bosses are required,
all performing the same function but each having his particular group of
men to help. Thus the grouping of the men in the shop is entirely
changed, each workman belonging to eight different groups according to
the particular functional boss whom he happens to be working under at
the moment.

The following is a brief description of the duties of the four types of
executive functional bosses which the writer has found it profitable to
use in the active work of the shop: (1) gang bosses, (2) speed bosses,
(3) inspectors, and (4) repair bosses.

The gang boss has charge of the preparation of all work up to the time