Managing the Mills reconstructs the management culture of this industry and shows how it interacted with the economics of steelmaking to shape particular labor policies like the twelve-hour day, welfare capitalism and the use of spies in the workplace.
Managing the Mills reconstructs the management culture of this industry and shows how it interacted with the economics of steelmaking to shape particular labor policies like the twelve-hour day, welfare capitalism and the use of spies in the workplace.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Chapter 1 Acknowledgments Chapter 2 Introduction Chapter 3 Andrew Carnegie and the Origins of the Nonunion Era Chapter 4 The Decline of the Amalgamated Association of Iron, Steel and Tin Workers and the Rise of the Implied Contract Chapter 5 The Methods of Control: The Steel Industry Versus Unorganized Labor Chapter 6 A Kind Face on a Cold Policy: Welfare Capitalism in the Steel Industry Chapter 7 Reluctant Reform: The Eight-Hour Day and Employee Representation Chapter 8 Fighting Organized Labor Under the Iron and Steel Code, 1933-1935 Chapter 9 The Steel Workers Organizing Committee Versus U.S. Steel Chapter 10 The Little Steel Strike and Beyond Chapter 11 Conclusion Chapter 12 Index Chapter 13 About the Author
Chapter 1 Acknowledgments Chapter 2 Introduction Chapter 3 Andrew Carnegie and the Origins of the Nonunion Era Chapter 4 The Decline of the Amalgamated Association of Iron, Steel and Tin Workers and the Rise of the Implied Contract Chapter 5 The Methods of Control: The Steel Industry Versus Unorganized Labor Chapter 6 A Kind Face on a Cold Policy: Welfare Capitalism in the Steel Industry Chapter 7 Reluctant Reform: The Eight-Hour Day and Employee Representation Chapter 8 Fighting Organized Labor Under the Iron and Steel Code, 1933-1935 Chapter 9 The Steel Workers Organizing Committee Versus U.S. Steel Chapter 10 The Little Steel Strike and Beyond Chapter 11 Conclusion Chapter 12 Index Chapter 13 About the Author
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