gher work can be
readily promoted to positions of greater responsibility, either
inside or outside the organization.

YEARS OF PRODUCTIVITY PROLONGED.--Under Functionalization the
number of years of productivity of all, workers and foremen alike,
are increased. The specialty to which the man is assigned is his
natural specialty, thus his possible and profitable working years
are prolonged, because he is at that work for which he is naturally
fitted.

Moreover, the work of teaching is one at which the teacher
becomes more clever and more valuable as time goes on, the
functional foreman has that much more chance to become valuable as
years go by.

CHANGE IN THE WORKER'S MENTAL ATTITUDE.--The work under
functionalization is such as to arouse the worker's attention and to
hold his interest.[21] But the most important and valuable change in
the worker's feelings is the change in his attitude towards the
foremen and the employer. From "natural enemies" as sometimes
considered under typical Traditional Management, these all now
become friends, with the common aim, cooeperation, for the purpose of
increasing output and wages, and lowering costs. This change of
feeling results in an appreciation of the value of teaching, and
also in promoting industrial peace.

CHAPTER III FOOTNOTES: =============================================

1. Mary Whiton Calkins, _A First Book in Psychology_, p. 273.
2. Sully, _The Teacher's Handbook of Psychology_, p. 1.
3. _Ibid._, p. 54.
4. Hugo Muensterberg, _American Problems_, p. 35.
5. Gillette and Dana, _Cost Keeping and Management Engineering_,
p. 1.
6. F.W. Taylor, _Shop Management_, para. 221. Harper Ed., p. 96.
7. F.W. Taylor, _Shop Management_, para. 221-231. Harper Ed.,
pp. 96-98.
8. Compare H.L. Gantt, No. 1002, A.S.M.E., para. 9.
9. Compare H.P. Gillette, _Cost Analysis Engineering_, pp. 1-2.
10. F.W. Taylor, _Principles of Scientific Management_, p. 37.
11. F.W. Taylor, _Shop Management_, para. 245. Harper Ed., p. 104.
12. For excellent example of special routing see: Charles Day,
_Industrial Plants_, chap. VII.
13. C. Babbage, _Economy of Manufacturers_. p. 172. "The constant
repetition of the same process necessarily produces in the
workman a degree of excellence and rapidity in his particular
department, which is never possessed by a person who is obliged
to execute many different processes."
14. F.W. Taylor, _On the Art of