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Managing the Mills Labor Policy in the American Steel Industry During the Nonunion Era
978-0-7618-2705-4 • Hardback
December 2003 • $102.00 • (£65.00)
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978-0-7618-2706-1 • Paperback
December 2003 • $67.99 • (£41.95)
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Pages: 326
Size: 6 1/4 x 9 1/4
By Jonathan Rees
 
Business & Economics | Labor
University Press of America
Managing the Mills uses the steel industry between the years 1892 and 1937 as a case study in employer motivation for opposition to organized labor. No American industry was more successful in its efforts to keep unions out of its facilities during this period, and no industry was more vocal about its reasons for doing so. The book 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.
Jonathan Rees is Associate Professor of History, Colorado State University, Pueblo.
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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