By Sanford M. Jacoby
It's not a really lengthy booklet, however it incorporates a lot of knowledge and perception. i assume this is why an instructional jury offered it the Taft Prize for exertions heritage. The ebook is all approximately how american businesses--three specifically: Sears, Thompson, and Kodak--used refined welfare capitalist concepts (and the occasional hotel to brass-knuckle strategies) to defeat union organizing drives. There are attention-grabbing glimpses at company heritage, collective bargaining, the evolution of worker advantages, and a dollop of work economics thrown in for sturdy degree during this paintings. The writing is out there, well-documented, and brimful of well-chosen anecdotes with no being unduly folksy or slangy. The depictions of the way Sears corporation officers and employees exertions relatives pros labored hand-in-glove with pretend corporation unions and the Teamsters (!?) to blunt the CIO's organizing efforts in the course of and after international conflict II are fairly stable. i've got rated this at five stars since it used to be a profitable learn and that i idea the (somewhat insufficient) 1 megastar overview should be offset.
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Another problem stemmed from the formula used to determine the share workers would receive. Although one employer touted profit sharing as “a bridge across the natural chasm between the management and the rank and file,” most companies kept the determination of relative shares a management prerogative. Workers had no voice in setting the formula. However, a few companies—including Dutchess Bleachery, Leeds and Northrup, Simplex Wire, and Procter & Gamble—made the profit share a subject for deliberation by the works council or company union.
However, firms had to minimize layoffs during downturns to make such commitments credible by producing for inventory, by sales planning, and by training workers to be versatile. Throughout the 1920s, a number of companies consciously pursued such stabilization programs, including Columbia Conserve, Hills Brothers, Dennison Manufacturing, Eastman Kodak, and Procter & Gamble. Packard Motor, known in the automobile industry for its advanced welfare policies, was able to minimize layoffs by refusing to adopt the new marketing strategy of annual model changes.
Is done from philanthropic motives—not in the least. ” Surveying the scene in 1929, Slichter was impressed by the shift in management thinking since the war. 57 Putting beliefs into practice was easier in privately owned firms. Among the decade’s most innovative employers were some mid-sized, privately held companies such as Columbia Conserve and Leeds and Northrup. Ownership allowed visionary employers like William P. Hapgood and Morris Leeds to pursue their inclinations over those of more conservative stockholders and managers.
Modern Manors by Sanford M. Jacoby