PROMOTION AND DEVELOPMENT PROVIDED FOR.--Functionalization provides for promotion by showing every man not only the clearly circumscribed place where he is to work, but also by showing him the definite place above him to which he may be promoted and its path, and by teaching him how he can fill it. This allows him to develop the possibilities of his best self by using and specially training those talents which are most marked in him. Functional Foremanship allows many more people, to become foremen, and to develop the will and judgment which foremanship implies. MEN IN THE ORGANIZATION PREFERRED TO OUTSIDERS.--Men in the organization are preferable to outsiders as functional foremen and for promotion. Not only does a worker's knowledge of his work help him to become more efficient when he is promoted to the position of foreman,--but his efficiency as a teacher is also increased by the fact that he knows and understands the workers whom he is there to teach. ALL MEN ARE PUSHED UP.--Scientific Management raises every man as high as he is capable of being raised. It does not speed him up, but pushes him up to the highest notch which he can fill. Actual practice has shown that there is a greater demand for efficient men in the planning department than there is supply; also, that men in the planning department who fit themselves for higher 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: =============================================