The Lowell Factory An Experiment Into An Alternative Way...

The Lowell factory was an experiment into an alternative way of running a factory where both the workers and owners could benefit equally. One of the most major points to be made is that most, if not all, of the workers were female. The factory consisted of the manufacturing area, the dorms, and the facilities for the workers. The facilities included places such as lecture halls and schools for their education. This was all supposed to facilitate a place for a life of work as well as learning. However, for multiple reasons, this may not have been the case. Three different sources have provided different accounts of factory life. All three authors held varying opinions on life in the Lowell factory and only on few points did they agree about certain aspects of factory life. Given that one of the authors was, in fact, a worker, the opinions given are not just from outsiders looking in, but also from those who know the internals of the system. With this information, conclusions could be made which explore parts of factory life, including how it looked from the outsiders’ point of view, what it really felt like on the inside and if the founders of the Lowell factory accomplished their goal of benefitting themselves as well as the workers. The first source that will be considered and analyzed is The Harbinger. As it served to protect the interests of the working class, it saw the Lowell factory as a failed experiment which was more tyrannical than benevolent. Its criticism wasShow MoreRelatedStrategic Analysis of Nike Inc12147 Words   |  49 Pagestraditional and non-traditional distribution channels in more than 100 countries targeting its primary market regions: United States, Europe, Asia Pacific, and the Americas (not including the United States). We utilize over 20,000 retailers, Nike factory stores, Nike stores, NikeTowns, Cole Haan stores, and internet-based Web sites to sell our sports and leisure products. We dominate sales in the athletic footwear industry with a 33% global market share. Nike Inc. has been able to attain this premierRead MoreNike Strategy Analysis12215 Words   |  49 Pagestraditional and non-traditional distribution channels in more than 100 countries targeting its primary market regions : United States, Europe, Asia Pacific, and the Americas (not including the United States). We utilize over 20,000 retailers, Nike factory stores, Nike stores, NikeTowns, Cole Haan stores, and internet-based Web sites to sell our sports and leisure products. We dominate sales in the athletic footwear industry with a 33% global market share. Nike Inc. has been able to attain this premierRead MoreManagement Course: Mba−10 General Management215330 Words   |  862 Pagescompanies had counted for cash flow. Increasingly demanding consumer and industrial buyers are basing their purchasing decisions on the quality of products and services, and this requires manufacturers to be vastly more effective and to strengthen the way they manage customer relationships. The sellers are now deeply partnered with supply chain processes; this means that the cost and timing of new product releases have taken on new meaning and have new requirements. Fixed costs, which have always beenRead MoreDeve loping Management Skills404131 Words   |  1617 Pages174 Generating Alternatives 176 Evaluating Alternatives 176 Implementing the Solution 177 Limitations of the Analytical Problem-Solving Model 178 Impediments to Creative Problem Solving 178 Multiple Approaches to Creativity 179 Conceptual Blocks 183 Percy Spencer’s Magnetron 185 Spence Silver’s Glue 185 The Four Types of Conceptual Blocks 185 Review of Conceptual Blocks 194 Conceptual Blockbusting 194 Stages in Creative Thought 194 Methods for Improving Problem Definition 195 Ways to Generate MoreRead MoreLibrary Management204752 Words   |  820 PagesJournal . . . . . . Table 12.4. Major U.S. Federal Legislation Relating to Equal Opportunity in the Workplace . . . . . . . . . Table 15.1. Questions for Examining the Ethics of a Business Decision . . . . . . . . . . . . . . . . . Table 16.1. Twenty Ways to Communicate with Your Employees . . . . . . . . . . . . . . . . . . . . . . . . . . . . Table 16.2. Some Pra ctical Tips for Managing Conflicts . . . . . . . . . . . . . . . . . . . . . . . . . Table 17.1. New Principles of Management. . . . . .