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VERLAGSTEXT: / Chandler uses eight propositions[3] to show how and why the visible hand of management replaced what Adam Smith referred to as invisible hand of the market forces: / that the US modern multi-unit business replaced small traditional enterprise, when administrative coordination permitted better profits than the coordination by market mechanism; / that a managerial hierarchy have been created for this multi-unit business enterprise; / that multi-unit business enterprise appeared for the first time in history in a time when the volume of economic activities reached a level that made administrative coordination more efficient than market coordination; / that once a managerial hierarchy has been created and had successfully carried out its functions of administrative coordination, the hierarchy itself became a source of power, permanence and continued growth; / that the careers of the salaried managers became increasingly professional and technical; / that the multi-unit business enterprise grew in size and diversity and as its managers became more professional, the management of the enterprise became separated from its ownership; / that managers preferred policies that favored long term stability and growth of their enterprises to those that maximized current profits; / that as the large enterprises grew and dominated major sectors of the economy they altered the basic structure of these sectors and of the economy as a whole. / (Quelle: Wikipedia) / /

 

 

AUS DEM INHALT: / INTRODUCTION: The Visible Hand / Modern Business Enterprise Defined ¿ / Some General Propositions 6 / PART 1 The Traditional Processes of Production and Distribution 13 / The Traditional Enterprise in Commerce 15 / Institutional Specialization and Market Coordination 15 / The General Merchant of the Colonial World 17 / Specialization in Commerce 19 / Specialization in Finance and Transportation 28 / Managing the Specialized Enterprise in Commerce 36 / Managing the Specialized Enterprise in Finance and / Transportation 40 / Technological Limits to Institutional Change in Commerce 48 / The Traditional Enterprise in Production 50 / Technological Limits to Institutional Change in Production 50 / The Expansion of Prefactory Production, 1790-1840 51 / Managing Traditional Production 62 / The Plantation¿an Ancient Form of Large-Scale Production 64 / The Integrated Textile Mill¿a New Form of Large-Scale / Production 67 / The Springfield Armory¿Another Prototype of the Modern Factory 72 / Lifting Technological Constraints 75 / PART ll The Revolution in Transportation / and Communication 79 / The Railroads: The First Modern Business Enterprises, / 1850S-1860S 81 / Innovation in Technology and Organization 81 / The Impact of the Railroads on Construction and Finance 89 / Structural Innovation 94 / Accounting and Statistical Innovation 109 / Organizational Innovation Evaluated 120 / Railroad Cooperation and Competition, 1870S-1880S 122 / New Patterns of Interfirm Relationships 122 / Cooperation to Expand Through Traffic 124 / Cooperation to Control Competition 133 / The Great Cartels 137 / The Managerial Role 143 / System-Building, 1880s-1900s 145 / Top Management Decision Making 145 / Building the First Systems 148 / System-Building in the 1880s 159 / Reorganization and Rationalization in the 1890s 171 / Structures for the New Systems 175 / The Bureaucratization of Railroad Administration 185 / Completing the Infrastructure 188 / Other Transportation and Communication Enterprises 188 / Transportation: Steamship Lines and Urban Traction / Systems 189 / Communication: The Postal Service, Telegraph, and / Telephone 195 / The Organizational Response 203 / PART III The Revolution in Distribution and Production 207 / Mass Distribution 209 / The Basic Transformation 209 / The Modern Commodity Dealer 209 / The Wholesale Jobber 215 / The Mass Retailer 224 / The Department Store 225 / The Mail-Order House 230 / The Chain Store 233 / The Economies of Speed 235 / Mass Production 240 / The Basic Transformation 240 / Expansion of the Factory System 244 / The Mechanical Industries 249 / The Refining and Distilling Industries 253 / The Metal-Making Industries 258 / The Metal-Working Industries 269 / The Beginnings of Scientific Management 272 / The Economies of Speed 281 / PART IV The Integration of Mass Production with Mass Distribution 285 / The Coming of the Modern Industrial Corporation 287 / Reasons for Integration 287 / Integration by Users of Continuous-Process Technology 289 / Integration by Processors of Perishable Products 299 / Intergration by Machinery Makers Requiring Specialized / Marketing Services 302 / The Followers 312 / 1¿ Integration by the Way of Merger 315 / Combination and Consolidation 315 / The Mergers of the 1880s 320 / Mergers, 1890-1903 331 / The Success and Failure of Mergers 337 / 11 Integration Completed 345 / An Overview: 1900-1917 345 / Growth by Vertical Integration¿a Description 348 / Food and Tobacco 348 / Oil and Rubber 350 / Chemicals, Paper, and Glass 353 / The Metal Fabricators 356 / The Machinery Makers 357 / Primary Metals 359 / Growth by Vertical Integration¿an Analysis 363 / The Importance of the Market 364 / Integration and Concentration 365 / The Rise of Multinational Enterprise 368 / Integration and the Structure of the American Economy 370 / Determinants of Size and Concentration 372 / PART V The Management and Growth of Modern Industrial Enterprise 377 / 12 Middle Management: Function and Structure 381 / The Entrepreneurial Enterprise 381 / American Tobacco: Managing Mass Production and Distribution / of Packaged Products 382 / Armour: Managing the Production and Distribution of Perishable / Products 391 / Singer and McCormick: Making and Marketing Machinery 402 / The Beginnings of Middle Management in American Industry 411 / 13 Top Management: Function and Structure 415 / The Managerial Enterprise 415 / Standard Oil Trust 418 / General Electric Company 426 / United States Rubber Company 433 / E. I. Du Pont de Nemours Powder Company 438 / The Growing Supremacy of Managerial Enterprise 450 / 14 The Maturing of Modern Business Enterprise 455 / Perfecting the Structure 456 / The Professionalization of Management 464 / Growth of Modern Business Enterprise Between the Wars 469 / Modern Business Enterprise Since 1941 476 / The Dominance of Modern Business Enterprise 482 / CONCLUSION: The Managerial Revolution in American Business 484 / General Patterns of Institutional Growth 484 / The Ascendancy of the Manager 490 / The United States: Seed-Bed of Managerial Capitalism 498 /