MGMT 1030 Lecture Notes - Lecture 19: Keynesian Economics, Paternalism, Canadian Business

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MGMT 1030
Lecture 19
Management Structures in Canadian Business History
Coercive Drive Management System (1840-1900)
- Very strict management
- Focus was on negative feedback/intimidation
- Little government intervention
- Smaller companies made it easier to control workers
- Employers had the advantage of getting rid of any worker that
revolted
Scientific Management System (1900-1920)
- Growth and prosperity stage
- Increasing activity
- Increased technology affects labour process
- Lead to specialization
- Shift from employees makings decisions to workers making decisions
(more specialized, more power)
- Wage incentives to increase productivity (i.e. bonuses)
- Government was more focused on industrial growth
- Example: Henry Ford’s assembly line
Paternalism Management System (1920-1945)
- High UE
- Level of technology and labour process
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Document Summary

Smaller companies made it easier to control workers. Employers had the advantage of getting rid of any worker that revolted. Shift from employees makings decisions to workers making decisions (more specialized, more power) Wage incentives to increase productivity (i. e. bonuses) Government was more focused on industrial growth. Response of labour high level of militancy at the beginning of this period but it soon decreased: pension plans tried to appeal to skilled workers (costly to train; hard to replace) Progressive benefits such as training schemes, safety programs, company housing. Substitute for strong union movement with collective bargaining power. Took care of important workers (rewarded their hard work) Stages in economic cycle: expansion, emphasis on keynesianism, no increase in interest rates, lead to high inflation, tried to keep exchange rates low to help promote industry, increasing number of large firms. Level of technology in labour process continued mechanization. Structure of companies: large multinational companies that increased investment in.

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