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Week 3 Notes. The Industrial Revolution in the United States. The Industrial Revolution – in the United States. British mercantilism kept the U.S. as a colony which delayed economic development.

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Week 3 notes

Week 3 Notes

The Industrial Revolution in the United States


The industrial revolution in the united states
The Industrial Revolution – in the United States

  • British mercantilism kept the U.S. as a colony which delayed economic development.

  • Great Britain prohibited the sale of manufacturing equipment and emigration of skilled labor to U.S.

  • Adam Smith influenced writing of the U.S. Constitution and economic system.

  • Textile Industry

  • Commonwealth vs. Hunt 1842

  • American System of Manufactures

  • Railroads


Early industrial development textile mills
Early Industrial Development– Textile Mills

  • Largest industry at the time was textile.

  • Even though the textile industry was the largest business, factories were still small.

  • “Photo” on the left depicts an early textile mill.


Textile mills
Textile Mills

  • Samuel Slater – “Rhode Island System”

    • First to use steam-driven power looms

    • Relied on sole proprietorship or partnership form of ownership initially.

    • Relied on family for labor – with growth had to hire professional managers.

    • Vertically integrated operations forward and backward.

Samuel Slater


Textile mills1
Textile Mills

  • Francis Lowell – “Waltham System”

    • Used water-power looms.

    • Hired non-family supervisors & managers with corporate model.

    • Used integrated spinning and weaving to manufacture goods in large quantities.

    • Relied on adult female labor.

    • Praised by Charles Dickens for better treatment of employees.


Textile mill at pawtucket rhode island
Textile Mill at Pawtucket, Rhode Island

Mill – present day reconstruction

Depiction of Mill


Commonwealth v hunt 1842
Commonwealth v. Hunt (1842)

  • Worker combinations (unions) were no longer illegal unless their intent was criminal.

  • Seeking a closed shop and striking were no longer illegal.

  • Only applied to Massachusetts but discouraged prosecution of worker organizations elsewhere.


The american system of manufactures
The American System of Manufactures

  • Manufacture by interchangeable parts was not new – previously confined to making muskets and revolvers.

  • The Springfield (MA) Armory was an early factory prototype.

    • 250 employees – largest factory in the U.S. until after the Civil War.

    • Organized by Colonel Roswell Lee in 1815.

    • Used piece rate incentive payments and accounting system.

    • Labor was more specialized.

    • Uniform standards promoted interchangeability of parts.


The american system of manufactures1
The American System of Manufactures

  • Ideas spread to other areas of manufacturing.

    • Ex: The reaper by Cyrus McCormick

  • The “American System” received its name at the exposition of 1851 in London.

  • U.S. factories remained relatively small.

  • The McLane report of 1832 found the firms were mostly:

    • Family owned and managed

    • Few corporations – unlimited liability

    • Little use of steam power

    • Similar to findings of Andrew Ure regarding English firms


The railroads pioneering in u s management
The Railroads: Pioneering in U.S. Management

  • First “big business” in the U.S. – developed c. 1830.

  • Started the transportation revolution.

  • Facilitated U.S. industry move from local markets to national markets.

  • Railroads had size and complexity.

  • Required a management system.

Courtesy of Association of American Railroads (AAR)


Communication revolution
Communication Revolution

  • Telegraph, patented by Samuel Morse in 1837, started concurrent revolution in communication.

  • By 1860, about 50,000 miles of wires extended over the eastern U.S.

  • Dramatic effect on business communication.

  • Facilitated U.S. industry move from local markets to national markets.

  • Richard Sears used the telegraph to see gold watches – the first electronic commerce.

Samuel Morse


The age of rails daniel mccallum 1815 1878
The Age of Rails:Daniel McCallum (1815-1878)

  • Developed a system of managing on the Erie Railroad:

    • Specific job descriptions

    • Accurate performance reports

    • Merit basis for pay and promotion

    • Organizational chart to show lines of authority, responsibility, and communication

    • Use of telegraph for dispatching trains and checking on performance

Daniel McCallum, Circa 1865


Daniel mccallum
Daniel McCallum

  • System of management relied on division of labor, personal responsibility, and organization.

  • Developed a formal organization chart.

  • Developed highest state of the art information management.

  • Lost his job when the locomotive engineers would not follow his rules.

    • Workers were on strike for ten days in June 1854 then 6 months in 1857 in defiance of McCallum’s system.

  • Successful career building bridges and served as master of the Union’s railroads in the Civil War.


Erie railroad organizational chart
Erie Railroad Organizational Chart

  • This is perhaps the first organizational chart ever made

  • McCallum created the organizational chart to explain the Erie Railroad Operation

Erie Railroad Organization Chart of 1855. Library of Congress, Haer, N.Y.


Henry v poor 1812 1905 a broader management view
Henry V. Poor (1812-1905)A Broader Management View

  • Editor of the American Railroad Journal

  • Became “conscience” of first U.S. big business

  • Looked for broader principles of railroad operations (financing, regulation, and role of U.S. Railroad in life)

  • Developed three principles based on McCallum’s ideas: organization, information, and communication

Henry Varnum Poor


Henry v poor
Henry V. Poor

  • In later work, Poor felt the answer to problems of top management was through better leadership

    • Unity in the organization

    • Selecting leaders on merit

    • Developing better information systems

Courtesy of Pics4Learning. http://pics.tech4learning.com


Emerging governance issues
Emerging Governance Issues

  • Early industries were partnerships or sole proprietorships.

  • Railroads, requiring large amounts of capital, saw the growth of joint-stock companies.

  • Without uniform, adequate laws in Great Britain, management malfeasance occurred.

  • Henry Poor wrote about the need for government regulation but not control.


Summary
Summary

  • From independence to 1860, the U.S. grew and developed industry.

  • Period was critical to development of the modern enterprise.

  • Railroads and the telegraph allowed firms to grow for economies of scale and scope.

  • Managers were required for large, complex organizations.

  • Quality of life for people was improving.


Chapter six

Chapter Six

Industrial Growth and Systematic Management


Industrial growth and systematic management
Industrial Growth and Systematic Management

  • Growth of enterprise was facilitated by transportation and communication revolutions as well as manufacture by interchangeable parts.

  • Alfred D. Chandler Jr.

  • Andrew Carnegie

  • Systematic Management

  • The Changing Environment


Alfred d chandler jr
Alfred D. Chandler, Jr.

  • Chandler wrote about the evolution of U.S. Corporations in 1962 book Strategy and Structure.

  • He developed his ideas from the study of U.S. corporations during this period.

Alfred D. Chandler, Jr.

Courtesy of Harvard Business School


Alfred d chandler jr1
Alfred D. Chandler, Jr.

  • Described the late 19th century as the accumulation of resources with growth occurring because of:

    • Horizontal combinations of firms in smaller fields

    • Vertical integration – forward and backward

  • Larger firms and the growth of hierarchy of managers to coordinate and integrate operations were the result.

  • Key to success was good management, not size.


Andrew carnegie 1835 1919 steel industry
Andrew Carnegie (1835-1919)Steel Industry

  • Learned McCallum’s system of management on the Pennsylvania Railroad.

  • Used the new Bessemer furnace technology to begin vertically and horizontally integrating his firm in the steel industry.

  • Used cost accounting to guide his pricing strategy and drive costs down.

Andrew Carnegie

Courtesy of The General Libraries, The University of Texas at Austin.


Andrew carnegie steel industry
Andrew CarnegieSteel Industry

  • He increased the “throughput” velocity to gain economies of scale and to fully utilize his resources.

  • The result was a declining price of steel for the consumer.

Andrew Carnegie’s his first job was in a textile mill like this.


The renaissance of systematic management
The Renaissance of Systematic Management

  • Mechanical engineers (especially Henry R. Towne) became important in improving factory operations – they often became the managers.

  • Numerous others began to take an interest in management.

  • The idea that good management was critical in a firm gained credence with engineers and economists.


The renaissance of systematic management1
The Renaissance of Systematic Management

  • The Labor Question

    • Some “Social Gospel” proponents felt that workers should join unions, share in profits, and have arbitration instead of strikes.

    • Engineers and others felt that better work methods and systems were the answer, including pay for performance incentive systems.

    • In 1895 Frederick W.Taylor proposed a rate setting and piece-rate system.


Big business and its changing environment
Big Business and Its Changing Environment

  • Business & Society

    • Matthew Josephson characterized the business leaders of this time as “Robber Barons.”

    • There is evidence that business leaders did engage in some corrupt practices: watering stock, bribery of government officials, manipulating stock, and conspiracy.

    • Their motivation was alleged to be “survival of the fittest” and desire for monopoly.

    • Motivation was also drive for economies of scale that led to lower prices.


Big business and its changing environment1
Big Business and Its Changing Environment

  • The social conscience of the 19th century entrepreneur gave rise to individual philanthropy:

    • Ezra Cornell – his money founded Cornell University.

    • William Colgate – college changed its name to his as result of his generosity.

    • John Hopkins – founded John Hopkins University.

    • Cornelius Vanderbilt – founded Vanderbilt University.

Cornelius Vanderbilt

Courtesy of The General Libraries, The University of Texas at Austin.


Big business and its changing environment2
Big Business and Its Changing Environment

  • More Philanthropists

    • Joseph Wharton – grant enabled first business school at University of Pennsylvania.

    • Edward Tuck – gift to Dartmouth started Amos Tuck School of Admin. & Finance.

    • Leland Stanford – honored his son with a university

    • John Stevens – provided for the Stevens Institute of Technology.

    • James B. Duke – Trinity College (later renamed for the family).

    • Daniel Drew – promise of funds led to Drew University.

    • Moses Brown – founded Rhode Island College; became Brown University in 1804.


Big business and its changing environment3
Big Business and Its Changing Environment

  • Famous Philanthropists

    • John D. Rockefeller – given half a billion dollars by the time of his death as well as establishing the Rockefeller Foundation.

    • Rockefeller is pictured here in 1907 beside a building.

John D. Rockefeller

Chicago Daily News negatives collection, DN-0051595. Courtesy of the Chicago Historical Society


Big business and its changing environment4
Big Business and Its Changing Environment

  • Famous Philanthropists

    • Andrew Carnegie – gave away $350 million by the time of his death in addition to his libraries, university, and the Carnegie Foundation.

Andrew Carnegie

Courtesy of The General Libraries, The University of Texas at Austin.


Rockefeller and carnegie
Rockefeller and Carnegie

  • Despite generosity by both individuals, the Congressional Committee on Industrial Relations in 1915 denounced both as “menaces to society.”

Andrew Carnegie Free Library & Music Hall

Rockefeller Archive Center


Business and labor
Business and Labor

  • The Commonwealth v. Hunt decision (1842) broke the British tradition of unions as conspiracies in restraint of trade.

  • U.S. craft unions and brotherhoods of railroad workers were successful in the late 19th century.

  • Efforts to organize other workers were generally unsuccessful.

  • Labor violence in the late 1800s fueled public fear of unions.


Business and labor1
Business and Labor

  • American Federation of Labor organized in 1886 under Samuel Gompers.

  • Without unions, and despite growing numbers of immigrants, U.S. workers found their wages and real (purchasing power) wages rising during the period.

Samuel Gompers, courtesy of Library of Congress


Inventive and innovative impulses
Inventive and Innovative Impulses

  • Railroads: made travel possible and pleasurable; fostered a retailing revolution.

  • Telegraph and telephone: aided growth of commerce and transportation through communication.

  • Other industries developed and grew:

    • Electrical

    • Mass marketers

    • Sewing machines

    • Harvesters

    • Steel


Business and government the seeds of reform
Business and Government: The Seeds of Reform

  • The “elastic clause,” the commerce clause, of the U.S. Constitution expanded during this period with regulation of railroads.

  • The Interstate Commerce Act and the Sherman Antitrust Act were attempts to regulate business but these laws were generally ineffectual.

  • Woodrow Wilson (then a college professor) advocated better management of government.

Woodrow Wilson, courtesy of The Constitution Society


Summary of part one
Summary of Part One

  • Examined management thought prior to the scientific management era in the U.S.

  • Early civilizations placed a low value on economic activity.

  • The technical and cultural changes of the Industrial Revolution presented managerial problems in : organizing, motivating people, and fusing people and processes.



Additional internet resources
Additional Internet Resources

  • Academy of Management – Management History Division Websitehttp://www.aomhistory.baker.edu/departments/leadership/mgthistory/links.html

  • List of Internet Resources compiled by Charles Boothhttp://www.jiscmail.ac.uk/files/MANAGEMENT-HISTORY/links.htm

  • Western Libraries Business Library – Biographies of Gurus

  • http://www.lib.uwo.ca/business/gurus.html

  • Developments from Ancient Historyhttp://www.accel-team.com/scientific/index.html

  • Max Weber http://www.faculty.rsu.edu/~felwell/Theorists/Weber/Whome.htm

  • Nicolo Machiavelli – Medieval Source Book – The Prince 1513

    http://www.fordham.edu/halsall/basis/machiavelli-prince.html

  • John Locke Biography

    http://www.blupete.com/Literature/Biographies/Philosophy/Locke.htm

  • Adam Smithhttp://socserv2.socsci.mcmaster.ca/~econ/ugcm/3ll3/smith/

  • James Watt by Carnegiehttp://www.history.rochester.edu/steam/carnegie/

  • Developments during the Industrial Revolutionhttp://www.accel-team.com/scientific/scientific_01.html


Additional internet resources1
Additional Internet Resources

  • The Robert Owen Museumhttp://robert-owen.midwales.com/

  • Charles Babbage Institute

  • http://www.cbi.umn.edu/exhibits/cb.html

  • Andrew Ure - The Philosophy of the Manufacturers 1835http://www.fordham.edu/halsall/mod/1835ure.html

  • Charles Dupin Biographyhttp://www-groups.dcs.st-and.ac.uk/~history/Mathematicians/Dupin.html

  • Cyrus McCormick - Biography

    http://www.vaes.vt.edu/steeles/mccormick/bio.html

  • Samuel F.B. Morse

    http://memory.loc.gov/ammem/atthtml/mrshome.html

  • Henry R. Towne – Address delivered at Purdue University (1905)

    http://www.cslib.org/stamford/towne1905.htm

  • Andrew Carnegie http://www.americaslibrary.gov/cgi-bin/page.cgi/aa/carnegie

  • The Rockefellers – PBS Documentary

    http://www.pbs.org/wgbh/amex/rockefellers/

  • The Samuel Gompers Papers

    http://www.history.umd.edu/Gompers/index.html



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