Chapter III Functionalization
Definition of Functionalization. — A function, says the Century Dictionary, is — “The fulfilment or discharge of a set duty or requirement, exercise of a faculty or office, or power of acting, faculty, — that power of acting in a specific way which appertains to a thing by virtue of its special constitution; that mode of action or operation which is proper to any organ, faculty, office structure, etc. (This is the most usual signification of the term).”
“Functionalization” is not given in the Century Dictionary. The nearest to it to be found there is “Functionality,” which is defined as — “The state of having or being a function.” Functionalization as here used means — the state of being divided into functions, or being functionalized. “Functionalize” is given in the Century Dictionary, defined as “to assign some office or function to” — the note being made that it is rare. “Functionalize” may not be the best word that could be used in this connection, but there seems to be no other word in the English language which contains its full meaning, therefore we will use the word here in the sense of assigning work according to capacity or faculty. A faculty means — “A specific power, mental or physical; a special capacity for any particular kind of action or affection; natural capability.”
Psychological Use of Functionalization. — The word “Function” is in constant use by modern psychologists, especially by those who believe that — “Psychology is the science of the self in relation to environment,” 1 or that “Psychology is a scientific account of our mental processes.”2 Sully defines a function as “a psychologically simple process,” 3 and compares its elementariness to a muscular contraction as an element of a step in walking.
In investigating the principle of Functionalization as embodied in various forms of Management, we must note that, while Management can, and does under Scientific Management, attempt to functionalize work as far as possible, it will be impossible to come to ultimate results until a psychological study of the requirement of the work from the worker, and results of the work on the worker is made.4
Functionalization in Management. — “Functional Management” consists, to quote Dr. Taylor, “in so directing the work of management that each man from the assistant superintendent down shall have as few functions as possible to perform. If practicable, the work of each man in the management should be confined to the performance of a single leading function.” 5
A study of functionalization as applied to management must answer the following questions:
1. How is the work divided?
2. How are the workers assigned to the work?
3. What are the results to the work?
4. What are the results to the worker?
Traditional Management Seldom Functionalizes. — Under Traditional Management the principle of Functionalization was seldom applied or understood. Even when the manager tried to separate planning from performing, or so to divide the work that each worker could utilize his special ability, there were no permanently beneficial results, because there was no standard method of division.
The Work of the Foreman Not Properly Divided. — The work of a foreman was not divided, but the well rounded man, as Dr. Taylor says,6 was supposed to have
1. Brain
2. Education
3. Special or technical knowledge, manual dexterity or strength
4. Tact
5. Energy
6. Grit
7. Honesty
8. Judgment, or common sense
9. Good health.
Dr. Taylor says — “Plenty of men who possess only three of the above qualities can be hired at any time for laborer’s wages. Add four of these qualities together, and you get a higher priced man. The man combining five of these qualities begins to be hard to find, and those with 6, 7 and 8 are almost impossible to get.”
Yet, under Traditional Management these general qualities and many points of specific training were demanded of the foreman. Dr. Taylor has enumerated the qualifications or the duties of a gang boss in charge of lathes or planers. 7 Careful reading of this enumeration will show most plainly that the demands made were almost impossible of fulfillment. 8
Another list which is interesting is found in “Cost Reducing System,” a long list of the duties of the Ideal Superintendent or foreman in construction work. 9