industry's responsibility for unemployment

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  • Industry's Responsibility for UnemploymentAuthor(s): G. T. SchwenningSource: Social Forces, Vol. 10, No. 1 (Oct., 1931), pp. 112-119Published by: Oxford University PressStable URL: http://www.jstor.org/stable/3006124 .Accessed: 14/06/2014 04:40

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  • SOCIAL INDUSTRIAL RELATIONSHIPS

    Contributions to this Department will include material of three kinds: (x) original discussion, suggestion, plans, programs, and thcorics; (2) reports of special projects, working programs, conferences and meetings, and progress in any distinctive aspCct of the field; (3) special results of studv and research.

    INDUSTRY'S RESPONSIBILITY FOR UNEMPLOYMENT G. T. SCHWENNING

    University of North Carolina

    I THE present nation-wide concern with

    industrial unemployment is charac- terized by an emphasis upon preven-

    tion. This development is the most encouraging fact about the present attack upon the problem. The American people appear at last to be fully aware of the fact that such alleviation measures as bread lines, soup kitchens, and creating tempo- rary employment through public construc- tion activities,' while necessary to miti- gate the human suffering caused by exist- ing unemployment, are uneconomical and do not deal with fundamental causes. The country is now addressing itself with unusual earnestness to the task of discov- ering a cure that will prevent business depressions and unemployment from recur- ring. With this objective firmly in mind, current writings on the problem deal largely with practical measures for stabil- izing employment immediately and in the future.2

    Another hopeful aspect of our struggle today with employment uncertainty is the frank recognition that the present organi- zation and conduct of industry is amajor causal factor of unemployment as well as the operation of natural forces and the structure of the capitalistic system. The view is gaining currency that unemploy- ment is not absolutely inevitable but that it is amenable to control, and that the sol- vent is to be found to a considerable extent in the will to regularize business operations. This viewpoint places much responsibility upon industry and those who direct its affairs. It is significant that prominent in- dustrial executives themselves are express- ing this attitude and acting upon it by assuming the responsibility for reducing

    1 According to The Business Week, April I, I93I, world governments plan to spend the staggering sum of $ii,ooo,oo,ooo in public construction activities to "make" work for the jobless during I93I. The United States alone will spend over half this sum.

    2 The following current sources are particularly valuable: Unemployment in the United States (Hearings Before the Committee on Education and Labor, U. S.

    Scnate, 70th Congress, Pursuant to S. Res. lI9,

    Washington, i9a9); Balancing Production and Em- ployment Through Management Control (Department of Manufacture, Chamber of Commerce of the United States, Washington, I930); Less Unemployment Through StabiliZation of Operations (Report of Governor Franklin D. Roosevelt's Committee on Stabilization of Indus- try for the Prevention of Unemployment, Albany, I930); Outline of Industrial Policies and Practices in Time of Reduced Operation and Employment (Prepared for the President's Emergency Committee for Employ- ment, Washington, I93I); Edwin S. Smith, Reducing Seasonal Unemployment (McGraw-Hill, I93I); Em- ployment Regularization in the United States of America (American Section, International Chamber of Com- merce, Washington, I93I).

    III

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  • SOCIAL INDUSTRIAL RELATIONSHIPS II3

    unemployment by improved management methods.

    II

    In summary, unemployment can be greatly reduced, if not completely avoided, by the stabilization of business. This is an immediate responsibility and task of management. A large bibliography has appeared which suggests specific measures and which records hundreds of plans that have already been applied effectively.

    Unemployment is a complex problem of many ramifications. Its stabilization by means of regularizing business operations is no easy task. Some of the chief factors that complicate the problem are: vagaries of consumer demand, the development of hand-to-mouth buying, irregular purchas- ing due to seasonality, pr'ice fluctuations, obsolesencce which makes it difficult to hold large inventories, rapid style changes, irregularities in the flow of raw materials from other industries, difficulty of storing for long periods certain perishable raw materials and finished products, rise of new industries, competition, progress in tech- nology, labor troubles, and many others. But the economic wastes resulting from intermittent operation of industrial enter- prises is so great today that the very exist- ence of industries is increasingly dependent upon regularization.

    What is being suggested and done even in the face of the obstacles just enumerated may be seen from the following plans and methods.

    i. Forecasting and planning. Numerous industries are making greater use of out- side statistical experts and staff statisti- cians. By this means sales forecasts can be made for long periods in advance and coordinated with production schedules, inventories can be controlled, and purchas- ing can be done scientifically. Forecast- ing and budgeting have helped materially

    to carry the Walworth Company, manu- facturers of iron products, through diffi- culties in recent years. The American Telephone and Telegraph Company oper- ates on a five-year plan.

    z. Standardization and simplification of products. The simplified practice move- ment has disclosed that most industries are sustaining large unnecessary losses because they manufacture too many varieties and lines of products. Standardizing and concentrating on the most profitable lines makes mass production possible and results in stabilization. This method has enabled the Marion Steam Shovel Com- pany and the Allis-Chalmers Corporation to manufacture for stock during seasonal slumps.

    3. Diversification of products. Other in- dustries find their solution to irregular operation in adding new allied lines. This is particularly true of highly seasonal industries, such as food canning factories. Hills Brothers Company, packers of Dromedary dates, regularized their opera- tions largely by this method.

    4. Manufacturing for stock. In the case of industries that have a ressonably regular though seasonal market, manufacturing for stock has stabilized business. It is a matter of estimating accurately the demand for the year in advance and then spreading the work over the twelve-month period. This necessitates usually estab- lishing ample storehouses and carrying large inventories. Hill Brothers Com- pany, and Proctor & Gamble, manufac- turers of soap, are conspicuous examples. By this means they have been enabled to guarantee their employees work the year round.

    5. Producing for an established market. Numerous manufacturing concerns pro- duce only for an established market. They take orders far in advance of delivery, three months, six months, or a year. It

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  • II4 SOCIAL FORCES

    is one of the methods that has been used successfully for years by the Dennison Manufacturing Company, producers of shipping tags and paper specialties, and The Kendall Company, manufacturers of textile products.

    6. Vertical integration. The processing of raw materials at various stages is fre- quently done by a number of specialized industries before a finished product appears. A conspicuous example is the cotton tex- tile industry. Under this arrangement interruptions of operations are common. The solution is vertical integration, as sug- gested by Professor C. T. Murchison in his King Cotton Is Sick.3 The Kendall Com- pany is an example of complete vertical integration in cotton textiles. It controls every process from pedigreed cotton seed to retailing the finished product, and it is consequently a stabilized industry.

    7. Broader training of employees. Stabil- ized operations and employment have often been promoted by training workers to do two or more jobs. When work is slack in one department they can then be transferred to another department, or they can be put on scheduled repair work or maintenance work. By this means the Crocker-McElwain Company, paper manu- facturers, have been enabled to guarantee their employees steady work for many years. Int