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Industrial development has out-run foreman development, in the author's opinion. He believes that management should be alive to the changed status of the foreman and that it should train him definitely to accept a broader responsibility. Clarification of the situation should start with the assumption that the departmental foreman is to be held definitely responsible for every activity that affects his department; but, obviously, he cannot be given direct authority over certain functionalized services that very directly affect the operation of his department, and he must, therefore, develop that higher type of executive ability which can obtain results without the club of direct authority. In short, instead of conceiving the departmental foreman as the master craftsman of his department, he should be looked upon as the business manager of his department.