agree on the remedy, the case is referred by them to the assistant
superintendent, whose duties, for a certain time at least, may consist
largely in arbitrating such difficulties and thus establishing the
unwritten code of laws by which the shop is governed. This serves as one
example of what is called the "exception principle" in management, which
is referred to later.

Before leaving this portion of the subject the writer wishes to call
attention to the analogy which functional foremanship bears to the
management of a large, up-to-date school. In such a school the children
are each day successively taken in hand by one teacher after another who
is trained in his particular specialty, and they are in many cases
disciplined by a man particularly trained in this function. The old
style, one teacher to a class plan is entirely out of date.

The writer has found that better results are attained by placing the
planning department in one office, situated, of course, as close to the
center of the shop or shops as practicable, rather than by locating its
members in different places according to their duties. This department
performs more or less the functions of a clearing house. In doing their
various duties, its members must exchange information frequently, and
since they send their orders to and receive their returns from the men
in the shop, principally in writing, simplicity calls for the use, when
possible, of a single piece of paper for each job for conveying the
instructions of the different members of the planning room to the men
and another similar paper for receiving the returns from the men to the
department. Writing out these orders and acting promptly on receipt of
the returns and recording same requires the members of the department to
be close together. The large machine shop of the Bethlehem Steel Company
was more than a quarter of a mile long, and this was successfully run