Production of Difference

Race and the Management of Labor in U.S. History
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ISBN-13:
9780199912612
Einband:
EPUB
Seiten:
0
Autor:
Elizabeth D. Esch
eBook Typ:
Adobe Digital Editions
eBook Format:
EPUB
Kopierschutz:
Adobe DRM [Hard-DRM]
Sprache:
Englisch
Beschreibung:

In 1907, pioneering labor historian and economist John Commons argued that U.S. management had shown just one "e;symptom of originality,"e; namely "e;playing one race against the other."e;In this eye-opening book, David Roediger and Elizabeth Esch offer a radically new way of understanding the history of management in the United States, placing race, migration, and empire at the center of what has sometimes been narrowly seen as a search for efficiency and economy. Ranging from the antebellum period to the coming of the Great Depression, the book examines the extensive literature slave masters produced on how to manage and "e;develop"e; slaves; explores what was perhaps the greatest managerial feat in U.S. history, the building of the transcontinental railroad, which pitted Chinese and Irish work gangs against each other; and concludes by looking at how these strategies survive today in the management of hard, low-paying, dangerous jobs in agriculture, military support, and meatpacking. Roediger and Esch convey what slaves, immigrants, and all working people were up against as the objects of managerial control. Managers explicitly ranked racial groups, both in terms of which labor they were best suited for and their relative value compared to others. The authors show how whites relied on such alleged racial knowledge to manage and believed that the "e;lesser races"e; could only benefit from their tutelage. These views wove together managerial strategies and white supremacy not only ideologically but practically, every day at workplaces. Even in factories governed by scientific management, the impulse to play races against each other, and to slot workers into jobs categorized by race, constituted powerful management tools used to enforce discipline, lower wages, keep workers on dangerous jobs, and undermine solidarity. Painstakingly researched and brilliantly argued, The Production of Difference will revolutionize the history of labor race in the United States.
In 1907, pioneering labor historian and economist John Commons argued that U.S. management had shown just one "e;symptom of originality,"e; namely "e;playing one race against the other."e;In this eye-opening book, David Roediger and Elizabeth Esch offer a radically new way of understanding the history of management in the United States, placing race, migration, and empire at the center of what has sometimes been narrowly seen as a search for efficiency and economy. Ranging from the antebellum period to the coming of the Great Depression, the book examines the extensive literature slave masters produced on how to manage and "e;develop"e; slaves; explores what was perhaps the greatest managerial feat in U.S. history, the building of the transcontinental railroad, which pitted Chinese and Irish work gangs against each other; and concludes by looking at how these strategies survive today in the management of hard, low-paying, dangerous jobs in agriculture, military support, and meatpacking. Roediger and Esch convey what slaves, immigrants, and all working people were up against as the objects of managerial control. Managers explicitly ranked racial groups, both in terms of which labor they were best suited for and their relative value compared to others. The authors show how whites relied on such alleged racial knowledge to manage and believed that the "e;lesser races"e; could only benefit from their tutelage. These views wove together managerial strategies and white supremacy not only ideologically but practically, every day at workplaces. Even in factories governed by scientific management, the impulse to play races against each other, and to slot workers into jobs categorized by race, constituted powerful management tools used to enforce discipline, lower wages, keep workers on dangerous jobs, and undermine solidarity. Painstakingly researched and brilliantly argued, The Production of Difference will revolutionize the history of labor race in the United States.
Acknowledgments
Introduction Race in the History of U.S. Management: An Introduction

Part I Facing South
1. Settling on Slavery: The Antebellum South and the Origins of U.S. Race Management
2. Managing Contradictions and Managing a Race: The Slave as Asset and Animal

Part II Facing West
3. Infrastructure, Internal Expansion, and Race Management
4. The Worlds of U.S. Race Management

Part III Changing the Whole Story
5. Scientific Management, Racial Science, and the Studied Unstudiedness of Race Management
6. The Crisis and Concentration of Race Management: Immigrant Rebellion, Immigrant Restruction, and Turns to Black and Mexican Labor
Notes
Index
In 1907, pioneering labor historian and economist John Commons argued that U.S. management had shown just one "symptom of originality," namely "playing one race against the other."

In this eye-opening book, David Roediger and Elizabeth Esch offer a radically new way of understanding the history of management in the United States, placing race, migration, and empire at the center of what has sometimes been narrowly seen as a search for efficiency and economy. Ranging from the antebellum period to the coming of the Great Depression, the book examines the extensive literature slave masters produced on how to manage and "develop" slaves; explores what was perhaps the greatest managerial feat in U.S. history, the building of the transcontinental railroad, which pitted Chinese and Irish work gangs against each other; and concludes by looking at how these strategies survive today in the management of hard, low-paying, dangerous jobs in agriculture, military support, and meatpacking. Roediger and Esch convey what slaves, immigrants, and all working people were up against as the objects of managerial control. Managers explicitly ranked racial groups, both in terms of which labor they were best suited for and their relative value compared to others. The authors show how whites relied on such alleged racial knowledge to manage and believed that the "lesser races" could only benefit from their tutelage. These views wove together managerial strategies and white supremacy not only ideologically but practically, every day at workplaces. Even in factories governed by scientific management, the impulse to play races against each other, and to slot workers into jobs categorized by race, constituted powerful management tools used to enforce discipline, lower wages, keep workers on dangerous jobs, and undermine solidarity.

Painstakingly researched and brilliantly argued, The Production of Difference will revolutionize the history of labor race in the United States.

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