The need of consistent application of mod ern research methods to the problems of eco nomic production and consistent improvement of basic units whether materials, personnel or equipment, have attained growing importance during the last 50 years.
Mr. Taylor thus outlines Functional Type of Organization. the whole field of management the military type of organiza tion should be abandoned and the functional type instituted. Functional Management con sists in so dividing the work of management that each man, from the assistant superintend ent down, shall have as few functions as pos sible to perform. The most marked character istic of functional management ties in the fact that each workman secures his daily orders and help directly from eight different bosses. Four of these are in the planning room. Four others are in the shop. The four shop bosses are gang boss, speed boss, inspector, repair boss. The four planning room bosses are order of work clerk, instruction card man, time and cost clerk, shop disciplinarian.• In machine shop practice F. W. Taylor made epoch-making demonstrations of the gains to be realized from improvements in belt ing, improvements in the art of cutting metals, which virtually scrapped all the machine shop equipments of the world, and improvements of shop management. Taylor expanded from a shop man into a world teacher. It is not with out importance that Taylor had had the bene fit of French school training, the passion for the new, the logic and precisive. About the same time, 1900, as Taylor was breaking from the shop into world prominence, other men with the widest of world experiences were de scending into the shop, carrying into it world ideals of principles, of organization, of admin istration, of selection. Taylor rejected the old military line that had existed in shops, presi dent, manager, superintendent, foreman, gang boss and substituted what he called functional management. He points out that whereas it would be very difficult and expensive to secure any single man with all the nine qualities re quired in a foreman, it is easier and cheaper to find a few men, each with some of the qualities, so that four men may cover and to spare the nine functions which in his work on shop man agement Taylor defines. The Emerson school developed the practical application, to modern industry, of natural organization as it occurs in the animal and plant life. Natural animal organization falls into four parts: (1) The fundamental organs of growth and upkeep, working continuously at low intensity and al most automatically; (2) the counsellors, or the sense organs which look ahead and note both the exceptional and the infinitely minute; (3) the central brain, which constantly counsels, correlates and directs; (4) the doers, creators, whose law of action is directed spasmodic in tensity. Natural plant organization covers time and relations. A plant rooted to one bleak spot survives 3,000 years with 3,000 generations of leaves. The humble plants render service to in sect and animal that in turn greater service may be rendered them. These facts are a source of inspiration and information only beginning to be recognized and utilized. The natural
types of organization embody the principles of both functional and staff and line organization. The brain and the hands are in the line. The brain correlates and directs, the hands execute. The senses and the interior organs are func tional therefore in the staff. A line man must know how to direct. A staff man must furnish all the knowledge available. The line man usually makes the mistake of thinking that he knows. The staff man makes the mistake of thinking that he can direct. It is no part of the plan or aim of efficiency engineering to overstrain materials, to break down equipment or to overwork men. There is a rational load for either of the three. A man can always do more foot pounds of work in 16 hours than in 12, 10 or 8. We deliberately prefer the shorter intervals because economy is subsidiary to human welfare.
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