Managing the Mills Labor Policy in the

Managing the Mills 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 now an Associate Professor of History at Colorado State University-Pueblo.

Acknowledgments	v
Introduction	vii
Chapter One Andrew Carnegie and the Origins of the Nonunion Era	1	(32)
Chapter Two The Decline of the Amalgamated Association of Iron, Steel and Tin Workers and the Rise of the Implied Contract	33	(32)
Chapter Three The Methods of Control: The Steel Industry Versus Unorganized Labor	65	(36)
Chapter Four A Kind Face on a Cold Policy: Welfare Capitalism in the Steel Industry	101	(42)
Chapter Five Reluctant Reform: The Eight-Hour Day and Employee Representation	143	(36)
Chapter Six Fighting Organized Labor Under the Iron and Steel Code, 1933-1935	179	(36)
Chapter Seven The Steel Workers Organizing Committee Versus U.S. Steel	215	(34)
Chapter Eight The Little Steel Strike and Beyond	249	(26)
Conclusion	275	(6)
Index	281	(18)
About the Author	299

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Managing the Mills Labor Policy in the American Steel Industry During the Nonunion Era

Summary

Author Biography

Table of Contents

Supplemental Materials