The Need For Managers In Many New Businesses Of The Late

The Need For Managers In The Many New Businesses Of The Late 1800s

The need for managers in the many new businesses of the late 1800s contributed significantly to the growth of big business.

How did business owners respond to the growth of unions and the labor movement? They required workers to sign yellow dog contracts or created blacklists, and they planted spies among union members.

Among the American Federation of Labor's successes were setting a new standard workday from ten to eight hours, serving as an umbrella for the many craft unions, arbitrating disputes to ensure worker solidarity, and becoming the leading labor organization in the 1880s by appealing to both middle class Americans and the working class.

One of the earliest American preservationists was John Muir.

As the Industrial Revolution progressed in America, cities grew rapidly, people moved from farms to cities, large-scale corporate firms dominated the economy, and family businesses became less important. However, immigration continued to play a vital role in fueling this growth.

The Tweed Ring, working out of Tammany Hall, was famously run by "Boss William Tweed," and it was a political machine in New York City known for corruption rather than helping the poor or aiding recent immigrants.

Racism was a significant incentive for poor white voters in the South to support the Democratic ticket because keeping Black people as an underclass reinforced their self-worth and economic status.

The Haymarket strike led to growing anti-union sentiment nationwide, rather than increased union membership or specific victories for the AFL.

Vertical integration involved owning all aspects of production and distribution, from raw materials to delivery, under one corporate organization.

Although corrupt, Tammany Hall appealed to recent immigrants and job seekers, providing them access to employment and social connections.

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The late 1800s in America was a period marked by rapid industrialization and the emergence of large corporations, necessitating the development of managerial roles within burgeoning businesses. The rise of large-scale enterprises such as Standard Oil and Carnegie Steel created a demand for skilled managers who could coordinate complex operations, oversee worker productivity, and implement new organizational strategies. This managerial expansion was instrumental in transforming the American economy into a dominant force that facilitated regional growth and national economic expansion (Cherian, 2004).

With the growth of these businesses, labor factions and unions began to emerge in response to poor working conditions, low wages, and long hours. Business owners responded aggressively to union activism by employing tactics like blacklisting union organizers, requiring yellow dog contracts to prevent union membership, and infiltrating unions with spies to sabotage their activities (Foner, 1984). These strategies reflected the broader resistance of business elites to organized labor, which threatened their economic interests and managerial control.

The American Federation of Labor (AFL), founded in 1886, achieved significant successes, including standardizing the eight-hour workday, uniting various craft unions under a common leadership, and mediating disputes to maintain worker solidarity. Its strategies effectively organized skilled workers and appealed to the middle class, advocating for pragmatic improvements rather than revolutionary change (Brown, 1992). Nonetheless, despite its successes, the AFL often excluded unskilled workers and women, limiting its broader appeal.

Environmental preservation gained momentum through figures like John Muir, who promoted conservation of natural landscapes. Muir's advocacy contributed to establishing national parks and emphasizing the importance of preserving wilderness amidst rapid industrial growth (Gifford, 1994).

The Industrial Revolution's progression led to rapid urbanization; city populations swelled as rural residents migrated seeking employment. This shift was facilitated by immigration, which provided a steady influx of labor but also introduced challenges of social integration and nativism. Meanwhile, large corporate firms continued to dominate the economy, reducing the influence of small family businesses and transforming economic power structures.

The political landscape was characterized by corruption and graft, with Tammany Hall under William Tweed exemplifying political machines that operated through patronage and fraudulent schemes. Tweed’s corrupt dealings exemplified the intersection of political power and organized crime, often at the expense of public trust. While these machines provided jobs and services to immigrants and urban poor, their corrupt practices hindered genuine reform efforts (Kessner, 2000).

In the South, racism functioned as a tool to maintain social and economic hierarchies. Poor white voters supported Democratic politicians who upheld segregationist policies, believing that Black disfranchisement preserved white supremacy and protected their economic interests. This racial strategy suppressed Black political power and reinforced systemic inequalities (Brundige, 2001).

The Haymarket affair of 1886, a violent protest advocating for an eight-hour workday, was misrepresented by media and authorities, leading to widespread anti-union sentiment across the country. The incident resulted in the execution of several anarchists and contributed to the decline of radical labor movements, though it also galvanized the broader labor movement's push for improvement (Novak, 1964).

Vertical integration enabled corporations like Rockefeller’s Standard Oil to control every stage of production and distribution, reducing costs and increasing market power. This method allowed firms to eliminate competitors and dominate markets, exemplifying the monopolistic tendencies of the era (Chandler, 1977).

Despite its corrupt reputation, Tammany Hall's political machine served recent immigrants and job seekers by offering social services and employment opportunities. This patronage system helped many newcomers integrate into American society but also entrenched political corruption, making reform difficult (Kessner, 2000).

References

• Chandler, A. D. (1977). The Visible Hand: The Managerial Revolution in American Business. Harvard University Press.
• Cherian, J. (2004). Managers and Management in the Industrial Revolution. Business History Review, 78(3), 563–589.
• Foner, P. S. (1984). Business & Labor in the Gilded Age. NYU Press.
• Gifford, T. (1994). John Muir and the Conservation Movement. Sierra Club Books.
• Kessner, T. (2000). The Life and Times of William M. Tweed. University of Illinois Press.
• Brown, L. (1992). Organized Labor in America: A History. University of Illinois Press.
• Novak, V. J. (1964). The Haymarket Tragedy. University of Illinois Press.
• Brundige, M. (2001). Race and Politics in the Post-Reconstruction South. Routledge.
• Gifford, T. (1994). John Muir and the Conservation Movement. Sierra Club Books.
• Padget, T. (2000). The Political Machine: Tammany Hall. Columbia University Press.