work under two bosses at the same time, that all of the managers who are
making limited use of the functional plan seem to feel it necessary to
apologize for or explain away their use of it; as not really in this
particular case being a violation of that principle. The writer has
never yet found one, except among the works which he had assisted in
organizing, who came out squarely and acknowledged that he was using
functional foremanship because it was the right principle.

The writer introduced five of the elements of functional foremanship
into the management of the small machine shop of the Midvale Steel
Company of Philadelphia while he was foreman of that shop in 1882-1883:
(1) the instruction card clerk, (2) the time clerk, (3) the inspector,
(4) the gang boss, and (5) the shop disciplinarian. Each of these
functional foremen dealt directly with the workmen instead of giving
their orders through the gang boss. The dealings of the instruction card
clerk and time clerk with the workmen were mostly in writing, and the
writer himself performed the functions of shop disciplinarian, so that
it was not until he introduced the inspector, with orders to go straight
to the men instead of to the gang boss, that he appreciated the
desirability of functional foremanship as a distinct principle in
management. The prepossession in favor of the military type was so
strong with the managers and owners of Midvale that it was not until
years after functional foremanship was in continual use in this shop
that he dared to advocate it to his superior officers as the correct
principle.

Until very recently in his organization of works he has found it best to
first introduce five or six of the elements of functional foremanship
quietly, and get them running smoothly in a shop before calling
attention to the principle involved. When the time for this announcement