The Managerial Revolution in Industrial Relations in the Progressive Era : The Labor Reform Movement in the Several Industrial Enterprises in the Chicago Area

这项研究项目旨在了解美国现代工业企业的劳动管理战略及其结构是如何在20世纪初20年代初形成的。20世纪20年代初的S大多数较大的工业公司结合了广泛的地理范围和广泛的工业产品，都有一个集中的劳动局，通常被称为劳资关系部门，有一名训练有素的经理来负责公司总部的销售、生产和其他主要职能。劳资关系部的设立是因为需要一个全面的政策来处理所有的劳动关系，以协调每个地方工作单位的各项产业改善活动。为了进行这种协调，劳资关系经理对战时职业标准的自由主义雇佣管理思想进行了批评。他努力确保当地工厂人员之间以及他们与生产线生产经理之间的合作，以及劳资关系的协调。通过劳资关系部门指导的主要项目是员工代表计划和工头培训，这两个项目都可以追溯到委员会管理的各种制度。委员会管理是由进步的机械工程师发明的，目的是在车间建立“团队合作”，然后它被安全经理应用到事故预防活动中。委员会管理的理念是基于这样一个原则，即工人的善意和合作精神是一笔宝贵的财富。但劳资关系管理者意识到，过度加强管理中的共享并不能带来现代大规模生产所必需的那种效率。

This research project aims to understand how the labor management strategy and its structure of the modern industrial enterprises had been formed the two decades of the early twentieth century in the United States.Early 1920's most of the larger industrial corporations that combined a wide geographical range with a broad range of industrial corporations that combined a wide geographical range with a broad range of industrial products had a centralized labor bureaus commonly known as the industrial relations department, with a trained manager in charge corresponding to the managers in charge of sales, production, and other main functions of corporation's head office. The industrial relations department was established for the need of a comprehensive policy dealing with all labor relations to coordinate all of various industrial betterment activities of the every local works. To carry out this coordination, the manager of industrial relations criticized the professional standards of the war-time liberal thoughts of employment management. He endeavored to secure the cooperation among the local works personnel forces and between them and line production managers as well as the coordination of the relationship between employer and employee.Main programs directed through the industrial relations department were the employee representation plan and the foremen's training, both of which were traceable to various systems of committee management. The committee management was invented by progressive mechanical engineers to establish"teamwork" on the shop floor, and then it was applied to accident prevention activities by safety managers. The philosophy of committee management was based on the principle that the good will and cooperative spirit of the workers is a valuable asset. But industrial relations managers realized that the excessive enhancement of sharing in the management did not make for the kind of efficiency that was necessary for modern mass production.