repair bosses, who show the men how to carry out their instructions, and
see that the work is done at the proper speed; and (8) the shop
disciplinarian, who performs this function for the entire establishment.

The greatest good resulting from this change is that it becomes possible
in a comparatively short time to train bosses who can really and fully
perform the functions demanded of them, while under the old system it
took years to train men who were after all able to thoroughly perform
only a portion of their duties. A glance at the nine qualities needed
for a well rounded man and then at the duties of these functional
foremen will show that each of these men requires but a limited number
of the nine qualities in order to successfully fill his position; and
that the special knowledge which he must acquire forms only a small part
of that needed by the old style gang boss. The writer has seen men taken
(some of them from the ranks of the workmen, others from the old style
bosses and others from among the graduates of industrial schools,
technical schools and colleges) and trained to become efficient
functional foremen in from six to eighteen months. Thus it becomes
possible with functional foremanship to thoroughly and completely equip
even a new company starting on a large scale with competent officers in
a reasonable time, which is entirely out of the question under the old
system. Another great advantage resulting from functional or divided
foremanship is that it becomes entirely practicable to apply the four
leading principles of management to the bosses as well as to the
workmen. Each foreman can have a task assigned him which is so
accurately measured that he will be kept fully occupied and still will
daily be able to perform his entire function. This renders it possible
to pay him high wages when he is successful by giving him a premium
similar to that offered the men and leave him with low pay when he
fails.