Management History
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SIE Bulletin – January 1923 – THE BUSINESS CYCLE – SCIENTIFIC OFFICE MANAGEMENT
In this forward-looking article, Harry A. Piper of Wilmington, Delaware, highlights the growing importance of scientific management principles in office operations. Arguing that the role of the office manager is both flexible and essential, Piper emphasizes the potential for efficiency gains through systematic office improvement efforts. He illustrates how modest annual savings in labor or supplies can yield substantial long-term capital benefits for a business. Advocating for the office manager’s position as an executive-level role, Piper calls for greater organizational recognition of office administration as a strategic function, supported by staff specialists, suggestion systems, and continuous improvement practices.
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SIE Bulletin – January 1923 – THE BUSINESS CYCLE – VALUE OF ACCOUNTING DATA TO EXECUTIVES
In this comprehensive address, M. C. Conick of Pittsburgh explores how the evolving structure of American business—from small ventures to complex corporations—has heightened the need for executives to understand and utilize accounting data effectively. Conick defines the executive as the brain center of business operations and emphasizes that while not all problems are solved through numbers, many critical areas such as labor efficiency, material forecasting, sales analysis, and capacity utilization depend heavily on sound accounting practices. Drawing comparisons between department stores and manufacturing operations, the article demonstrates how data-driven decision-making can reduce inefficiencies, forecast sales trends, and uncover hidden costs. Conick advocates for proactive planning over reactive analysis and underscores the executive’s role in leveraging financial insights for sustainable success.
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SIE Bulletin – January 1923 – THE BUSINESS CYCLE – BULLETIN BINDERS
Several members have commented favorably on the improvement in the Bulletin reports of chapter meetings, and other articles. Our chapter secretaries are taking greater pride in making up their monthly reports and therefore contribute materially to the improvement and are entitled to a share of the praise.
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SIE Bulletin – January 1923 – THE BUSINESS CYCLE – CHAPTER NEWS
This comprehensive bulletin captures regional updates from various chapters of the Society of Industrial Engineers in early 1923. Highlights include Cincinnati’s focused preparations for the Spring Convention, Atlantic’s initiative to form a consulting staff, and New York’s lively meeting featuring a dramatized business debate. Cleveland reports successful roundtable discussions on financial control, while Chicago hosts joint events with prominent efficiency societies. Milwaukee explores the technical nuances of depreciation, and Detroit offers a forward-looking talk on planning in automotive industries, followed by remarks from Harrington Emerson. Revival efforts are also underway in the Northwest chapter. These entries reflect the Society’s active engagement in business education, networking, and applied industrial knowledge.
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SIE Bulletin – January 1923 – THE BUSINESS CYCLE – Considered Graphically
Edward P. Farwell of the Babson Organization presents a visual and analytical interpretation of economic fluctuations through the pioneering work of Roger Babson. Emphasizing Babson’s Law of Equal Reaction, derived from Newtonian physics, Farwell explains how economic phenomena can be tracked and interpreted via charted data across key industries. The talk highlights the evolution and growing acceptance of Babson’s graphic forecasting methods, particularly the use of the xy-line to illustrate inflation and deflation cycles. While acknowledging that no chart can fully predict human behavior, Farwell affirms the value of combining statistical insight with business judgment to anticipate market trends and navigate uncertainty.
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SIE Bulletin – January 1923 – THE BUSINESS CYCLE – Considered Practically
In this detailed examination, F. L. Ham, Educational Director at La Salle Extension University, explores the real-world implications of the business cycle through the lens of missed opportunities, poor forecasting, and emerging control strategies. Drawing on historical cases from 1920–21, Ham contrasts reactive optimism with proactive planning and emphasizes the growing importance of economic literacy in business leadership. He outlines five practical strategies endorsed by economist Wesley C. Mitchell and showcases the Dennison Manufacturing Company’s pioneering approach to aligning operations with cyclical movements. The article calls for greater statistical sophistication and positions industrial engineers as key players in business cycle adaptation and control.
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SIE Bulletin – January 1923 – THE BUSINESS CYCLE – Considered Spirally
In this in-depth address, Dr. Horace Secrist of Northwestern University challenges the traditional notion of the “business cycle,” proposing instead a more nuanced concept: the “business spiral.” Arguing that periods of prosperity and depression rarely repeat in identical patterns, Secrist outlines the fundamental causes of economic fluctuation and stresses the need for intelligent, data-informed action over blind adherence to routine. Emphasizing the roles of profit motive, uneven development, and interdependence, he underscores the limitations of economic forecasting while encouraging the use of modern statistical tools to reduce uncertainty. His message is clear: while perfect prediction is impossible, more rational business decisions can be made by embracing evidence and rejecting simplistic economic models.
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SIE Bulletin – January 1923 – THE BUSINESS CYCLE – General Theorem
In this thought-provoking article, Dr. Walter Lichtenstein of First National Bank in Chicago reflects on the rising importance of economic forecasting and the evolving relevance of business cycle theory. Quoting philosopher Hippolyte Taine, he argues that while economic laws may not be as rigid as natural laws, they exert a powerful influence that modern industrial societies must understand. The piece highlights the transition from local agricultural economies to globally interdependent markets, suggesting that business activity increasingly follows predictable patterns over time. Business leaders, such as Clarence M. Woolley, have begun acknowledging the practical value of these theories in shaping decision-making.
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SIE Bulletin – January 1923 – THE BUSINESS CYCLE
The two regular monthly meetings of the Chicago Chapter were devoted to a consideration of “The Business Cycle: A Presentation of the Fundamental Causes of Periods of Prosperity and Depression, and the Conditions which make possible the Forecast of their Rise and Fall.” Appended are the views of a Banker, an Economist, an Educational Director and a Statistician on this topic of perennial interest to American industry.
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SIE Bulletin – January 1923 – MEETING OF DIRECTORS
A special meeting of the Board of Directors will be held at the Old Colony Club, New York City, February 12, at noon. The Executive Committee will hold a meeting that same morning.
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SIE Bulletin – January 1923 – NATIONAL BOARD FOR JURISDICTIONAL AWARDS
This bulletin entry announces a pivotal meeting of the National Board for Jurisdictional Awards (N.B.J.A.) set for February 19, 1923, in Washington, D.C., to revisit a controversial ruling on labor jurisdiction. The decision, which favored the Metal Trades’ Union over the Carpenters’ Union regarding the installation of metal doors and fixtures, sparked significant conflict, including the withdrawal of the Carpenters’ Union from the A.F.L.’s Building Trades Department. The N.B.J.A. is granting a rehearing at the request of major labor and contractor organizations. S.I.E. members and other stakeholders are invited to attend and submit relevant evidence or testimony.
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SIE Bulletin – January 1923 – NATIONAL MUSEUM OF ENGINEERING AND INDUSTRY
This archival bulletin entry announces early efforts by a Joint Committee of the Founder Societies to establish a National Museum of Engineering and Industry. The vision includes a central institution with potential regional branches to reflect the widespread impact of American industrial progress. Engineers nationwide are encouraged to contribute ideas to help shape a museum worthy of the nation’s industrial legacy. Members of the Society of Industrial Engineers are invited to submit suggestions directly to H. F. J. Porter in New York City.
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SIE Bulletin – January 1923 – EMPLOYMENT BUREAU
This department of the Society’s activities is gradually expanding, records on file are being consistently revised and brought up to date in order to provide the most effective service not only for members desiring positions but also for manufacturing concerns needing competent executives. But the efforts of this Bureau could be of more extended mutual benefit if business firms would advise Headquarters immediately that vacancies occur.
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SIE Bulletin – January 1923 – SERVICE
This archival bulletin excerpt explores the foundational service mission of the Society of Industrial Engineers, emphasizing its role as a collaborative information hub for American industry. In 1922, S.I.E. members exemplified the spirit of shared effort, exchanging valuable insights to solve industrial challenges. The article reflects a changing era where businesses became more open to sharing internal practices for mutual benefit. Highlighting its clearinghouse model, the Society aims to eliminate duplicated research efforts by compiling and indexing data for broad use—an early model of cooperative industrial intelligence
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SIE Bulletin – January 1923 – CINCINNATI SPRING CONVENTION
This archived bulletin preview announces the Society of Industrial Engineers’ 1923 Spring Convention in Cincinnati, focused on “Effective Management for the Moderate-Sized Plant.” Distinct from previous gatherings, this event highlights the overlooked management challenges and innovations within small and mid-sized manufacturing operations, which represent over 90% of U.S. industry. The bulletin emphasizes the significance of this theme and encourages members to complete a questionnaire to support logistical planning and potential transportation rate reductions.
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SIE Bulletin – January 1923
This January 1923 issue of The Society of Industrial Engineers Bulletin features a comprehensive preview of the upcoming Cincinnati Spring Convention, themed “Effective Management for the Moderate-Sized Plant.” It highlights the growing application of business cycles in executive planning, with expert contributions from leading economists, educators, and statisticians. Articles explore practical and theoretical frameworks for understanding economic fluctuations, the value of accounting data in executive decisions, and the emerging discipline of scientific office management. Additional features include updates on the National Museum of Engineering initiative, labor jurisdiction controversies, employment services, and chapter news from across the country.
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Taylor Society Bulletin – January 1915 – A PROPOSED MODIFICATION OF TASK AND BONUS
In this condensed version of a longer technical paper presented at the Society’s Annual Meeting in 1914, C. W. Mixter proposes a refined variation of the Gantt task and bonus wage system. The modification addresses what Mixter identifies as a psychological flaw in the original system: the abrupt penalty workers face for narrowly missing task times, resulting in a total loss of bonus. His revised model introduces a gradual tapering of bonuses for those slightly over time and modest rewards for those exceeding expectations, thus encouraging consistent effort across a wider performance range. With illustrative diagrams and real-world scenarios, the paper considers human variability, uncontrollable conditions like humidity, and the operational challenges of implementing such a system at scale. The discussion that follows explores the practical implications, drawing comparisons with the differential piece rate system and weighing the feasibility of adoption across industries with variable workloads and time-sensitive tasks.
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Taylor Society Bulletin – January 1915 – THE SUPERVISOR OF PERSONNEL
Delivered at the 1914 Annual Meeting of the Society, Ernest M. Hopkins—then Employment Manager of The Curtis Publishing Company—presents a foundational argument for the strategic role of personnel supervision in modern industry. As manufacturing becomes standardized and profit margins narrow, the selection, training, and development of workers emerge as central to organizational success. Hopkins outlines the evolving responsibilities of employment departments, including health assessments, education programs, and welfare initiatives, emphasizing the need for these functions to be elevated within the corporate structure. He asserts that the future of industrial efficiency lies not only in managing machinery and systems, but in fostering informed, healthy, and motivated human capital. A robust discussion follows, addressing practical challenges in medical liability, psychological testing, labor resistance to exams, and organizational design for workforce development.
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Taylor Society Bulletin – January 1915 – SCIENTIFIC MANAGEMENT AND ORGANIZED LABOR
In this landmark 1914 address, industrial counselor Robert G. Valentine explores the evolving relationship between scientific management and organized labor, introducing the concept of an “industrial audit” to assess a company’s human relations alongside financial and operational health. Valentine advocates for the role of the industrial counselor as a nonpartisan guide in aligning labor-management relations with modern business needs, including cooperative planning, fair compensation, and workforce development. The article also outlines how employers can constructively engage unions from the start, using a hypothetical new factory setup to illustrate a proactive, partnership-based approach. A robust panel discussion follows, featuring commentary from prominent business leaders and academics who critique and expand on Valentine’s proposals, particularly around wage stability, seasonal employment, and labor union dynamics.
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Taylor Society Bulletin – January 1915 – CURRENT WAGE THEORIES
This abstract from a 1914 address by Professor C. A. Phillips outlines key contemporary wage theories undergoing scrutiny and refinement during a transitional period in economic science. The marginal productivity and bargaining theories are presented as dominant frameworks, each describing wages as outcomes of labor’s contribution or negotiated value within supply-demand dynamics. Supporting commentary includes a wide range of perspectives—from Wilfred Lewis’s gold-based valuation theory to H. K. Hathaway’s call for systemic stability over speculative debate. Together, the address and discussion reflect the complexity of wage determination during an era of industrial and economic evolution.
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Taylor Society Bulletin – January 1915 – ANNUAL MEETING
A report of the Annual Meeting of the Society held in December of 1914 and reported in the January 1915 Bulletin. Including information on the next meeting of the organization held in New Haven, Connecticut.
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Taylor Society Bulletin – January 1915 – MEMBERSHIP UPDATE
A listing of the January 1915 Membership of The Society to Promote the Science of Management, the original name of the Society for Advancement of Management.
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Taylor Society Bulletin – January 1915
This early bulletin documents the evolving conversation around Scientific Management in 1915, capturing papers, discussions, and organizational developments from the Society’s leadership and members. Topics covered include the dissemination of Frederick Taylor’s principles, the challenges of applying scientific methods to various industries, and the Society’s ongoing efforts to legitimize management as a science. Included are reprints of key speeches, updates from affiliate organizations, and a call for broader engagement among engineers, managers, and industrialists. The bulletin also offers insight into early 20th-century management thinking, including resistance to new efficiency practices and the professionalization of the field.
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Taylor Society Bulletin – December 1914 – SCIENTIFIC MANAGEMENT IN THE SALES DEPARTMENT
In this detailed report, H. W. Brown of the Tabor Manufacturing Company outlines how scientific management principles have been applied to optimize the activities of a sales department. Through a routing system based on geography and rail connections, standardized report forms, and a central office scheduling board, the company ensures broader and more efficient prospect coverage. The system also features a flexible response mechanism, allowing salesmen to adapt routes in real time. While the economic climate has limited measurable results, early indications suggest reduced executive oversight, improved data flow, and potential cost-per-sale reductions. Brown concludes that scientific management in sales is still in its infancy, but ripe for expansion.
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Taylor Society Bulletin – December 1914 – SCIENTIFIC MANAGEMENT AND LABOR UNIONS
In this abstract from his 1914 address in Philadelphia, Frederick W. Taylor defends the principles of scientific management against criticisms from union advocates, including Harvard’s Felix Frankfurter. Taylor emphasizes that while scientific management aligns with many of labor’s human rights goals, it fundamentally opposes two core union practices: restricting output and insisting on collective bargaining. He argues that economic prosperity depends on increased productivity and that tasks and wages should be determined by experts—not negotiations. Taylor invites cooperation from unions that prioritize worker education and full effort, while recognizing the significant improvements unions have brought to working conditions.