The work of this function requires the best available (but not necessarily the fastest), practical experienced man in the trade described, who also has had sufficient experience in motion study and time study to enable him to write down the best known method for doing the work described, and also prophesying the correct time that the work and rest from its resulting fatigue will take. He must supplement the instruction card with such sketches, drawings and photographs as will best assist the worker to visualize his work before and during its performance. FUNCTION OF TIME AND COST CLERK.--The work done by the Time and Cost Clerk calls for accuracy and a love of statistical detail. It will help him if he knows the trades with which he is cooeperating, but such knowledge is not absolutely essential. He will be promoted fastest who has a knowledge of the theory of management, coupled with the theory and practice of statistics and accountancy, for the true costs must include knowledge of costs of materials, and the distribution of the overhead burden of running expenses and selling. FUNCTION OF THE DISCIPLINARIAN.--The function of the Disciplinarian must be discussed at length, both because of the psychological effect upon the men of the manner of the discipline and of the disciplinarian, and because of the fact that the disciplinarian is the functional foreman of the four in the planning department who comes in most personal contact with the workers, as well as all of the other foremen, and the Superintendent. It is important to note, in the discussion that is to follow, not only how disciplining is transformed as management develops progressively, but also that the intimate acquaintance of discipliner with disciplined is not done away with, but rather supplemented by the standardizing which is the outcome of Scientific Management. The defects of methods of disciplining under Traditional Management are remedied, but here, as always, Scientific Management retains and develops that which is good. This because the good in the older forms conformed, unconsciously, to the underlying laws. DEFECTS OF DISCIPLINING UNDER TRADITIONAL MANAGEMENT.--Under Traditional Management, the disciplining is done by the foreman; that is, the punishment is meted out by the man who has charge of all activities of the men under him. This is actually, in practice and in theory, psychologically wrong. If there is one man who should be in a state of mind that would enable him to judge dispassionately, it is the disciplinarian. The man to be disciplined is usually guilty of one of six offenses: