Ethan Schrum
- Published in print:
- 2019
- Published Online:
- January 2020
- ISBN:
- 9781501736643
- eISBN:
- 9781501736650
- Item type:
- chapter
- Publisher:
- Cornell University Press
- DOI:
- 10.7591/cornell/9781501736643.003.0003
- Subject:
- Education, History of Education
Chapter 2 explores the work of Clark Kerr as a thinker and university leader. It examines the Inter-University Study of Labor Problems in Economic Development directed by Kerr, one of the largest ...
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Chapter 2 explores the work of Clark Kerr as a thinker and university leader. It examines the Inter-University Study of Labor Problems in Economic Development directed by Kerr, one of the largest organized research projects in American social science during the postwar years. This study proposed a new theory of industrialism that informed Kerr’s thinking about universities. The Inter-University Study provides a window into its most important institutional contexts: the Institute of Industrial Relations (IIR) at UC Berkeley and the Ford Foundation’s Program in Economic Development and Administration. The chapter describes Kerr’s promotion of ORUs—first at the IIR, which he directed for seven years, and then across the Berkeley campus once he became chancellor. It also shows how his immersion in the administrative science movement shaped his view of the university’s mission. The chapter uncovers the sources of key ideas Kerr set forth in The Uses of the University.Less
Chapter 2 explores the work of Clark Kerr as a thinker and university leader. It examines the Inter-University Study of Labor Problems in Economic Development directed by Kerr, one of the largest organized research projects in American social science during the postwar years. This study proposed a new theory of industrialism that informed Kerr’s thinking about universities. The Inter-University Study provides a window into its most important institutional contexts: the Institute of Industrial Relations (IIR) at UC Berkeley and the Ford Foundation’s Program in Economic Development and Administration. The chapter describes Kerr’s promotion of ORUs—first at the IIR, which he directed for seven years, and then across the Berkeley campus once he became chancellor. It also shows how his immersion in the administrative science movement shaped his view of the university’s mission. The chapter uncovers the sources of key ideas Kerr set forth in The Uses of the University.
Ronald W. Schatz
- Published in print:
- 2020
- Published Online:
- September 2021
- ISBN:
- 9780252043628
- eISBN:
- 9780252052507
- Item type:
- chapter
- Publisher:
- University of Illinois Press
- DOI:
- 10.5622/illinois/9780252043628.003.0007
- Subject:
- Sociology, Occupations, Professions, and Work
American universities were unprepared for the explosion of student protests on their campuses in the mid-1960s. Consequently, trustees of many leading universities appointed their industrial ...
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American universities were unprepared for the explosion of student protests on their campuses in the mid-1960s. Consequently, trustees of many leading universities appointed their industrial relations professors—the National War Labor Board vets and their protégés—as their new presidents, chancellors, and top deans. Clark Kerr botched the job at the University of California at Berkeley, but the Labor Board vets were more successful elsewhere. They not only mediated conflicts on their campuses but designed conflict-resolution systems that remain in place at universities and colleges throughout the nation. Their systems drew on the models they created with unions and management in the 1940s. This chapter explains the development by focusing on Robben Fleming at the University of Michigan, John McConnell at the University of New Hampshire, and John Dunlop at Harvard University.Less
American universities were unprepared for the explosion of student protests on their campuses in the mid-1960s. Consequently, trustees of many leading universities appointed their industrial relations professors—the National War Labor Board vets and their protégés—as their new presidents, chancellors, and top deans. Clark Kerr botched the job at the University of California at Berkeley, but the Labor Board vets were more successful elsewhere. They not only mediated conflicts on their campuses but designed conflict-resolution systems that remain in place at universities and colleges throughout the nation. Their systems drew on the models they created with unions and management in the 1940s. This chapter explains the development by focusing on Robben Fleming at the University of Michigan, John McConnell at the University of New Hampshire, and John Dunlop at Harvard University.
Ronald W. Schatz
- Published in print:
- 2020
- Published Online:
- September 2021
- ISBN:
- 9780252043628
- eISBN:
- 9780252052507
- Item type:
- chapter
- Publisher:
- University of Illinois Press
- DOI:
- 10.5622/illinois/9780252043628.003.0004
- Subject:
- Sociology, Occupations, Professions, and Work
The Labor Board vets insisted that they were always realistic and had no ideological convictions of any kind. This chapter argues that such a characterization is not accurate. Clark Kerr, John ...
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The Labor Board vets insisted that they were always realistic and had no ideological convictions of any kind. This chapter argues that such a characterization is not accurate. Clark Kerr, John Dunlop, and the other veterans of the board’s staff were in truth utopians—not utopians as that term is usually imagined, but liberal reformers who believed that they could transform the world over time, one step at a time. The famous German sociologist Karl Mannheim termed that mindset “liberal-humanitarian utopian.” The chapter looks back to their youth to explain how they came to that worldview and how unarticulated utopian beliefs pervaded their teaching, writing, and other work. The chapter concludes with the prediction advanced by Clark Kerr, John Dunlop, Charles Myers, and Frederick Harbison that the U.S. and Soviet systems would converge in the future--a conviction that appeared realistic in the latter 1980s and the early 1990s.Less
The Labor Board vets insisted that they were always realistic and had no ideological convictions of any kind. This chapter argues that such a characterization is not accurate. Clark Kerr, John Dunlop, and the other veterans of the board’s staff were in truth utopians—not utopians as that term is usually imagined, but liberal reformers who believed that they could transform the world over time, one step at a time. The famous German sociologist Karl Mannheim termed that mindset “liberal-humanitarian utopian.” The chapter looks back to their youth to explain how they came to that worldview and how unarticulated utopian beliefs pervaded their teaching, writing, and other work. The chapter concludes with the prediction advanced by Clark Kerr, John Dunlop, Charles Myers, and Frederick Harbison that the U.S. and Soviet systems would converge in the future--a conviction that appeared realistic in the latter 1980s and the early 1990s.
Ethan Schrum
- Published in print:
- 2019
- Published Online:
- January 2020
- ISBN:
- 9781501736643
- eISBN:
- 9781501736650
- Item type:
- chapter
- Publisher:
- Cornell University Press
- DOI:
- 10.7591/cornell/9781501736643.003.0007
- Subject:
- Education, History of Education
Chapter 6 shows how the University of California at Irvine, planned under Kerr’s guidance, exemplified the instrumental university in its attempt to install perhaps the most pervasive high modern ...
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Chapter 6 shows how the University of California at Irvine, planned under Kerr’s guidance, exemplified the instrumental university in its attempt to install perhaps the most pervasive high modern social science program ever attempted on an American campus. UC Irvine’s planners designed it to be a new kind of land-grant institution, in which social sciences replaced the agricultural sciences. Kerr and his colleagues placed tremendous expectations on interdisciplinary social science for leading humanity to a brighter future. This chapter tells how three related UC Irvine units—the Division of Social Sciences, the Graduate School of Administration, and the Public Policy Research Organization (PPRO)—attempted and failed to realize these expectations.Less
Chapter 6 shows how the University of California at Irvine, planned under Kerr’s guidance, exemplified the instrumental university in its attempt to install perhaps the most pervasive high modern social science program ever attempted on an American campus. UC Irvine’s planners designed it to be a new kind of land-grant institution, in which social sciences replaced the agricultural sciences. Kerr and his colleagues placed tremendous expectations on interdisciplinary social science for leading humanity to a brighter future. This chapter tells how three related UC Irvine units—the Division of Social Sciences, the Graduate School of Administration, and the Public Policy Research Organization (PPRO)—attempted and failed to realize these expectations.
Ronald W. Schatz
- Published in print:
- 2020
- Published Online:
- September 2021
- ISBN:
- 9780252043628
- eISBN:
- 9780252052507
- Item type:
- chapter
- Publisher:
- University of Illinois Press
- DOI:
- 10.5622/illinois/9780252043628.003.0001
- Subject:
- Sociology, Occupations, Professions, and Work
In January 1942, President Roosevelt set up the National War Labor Board to reduce strikes, control wage inflation, develop national policies for union-management relations, and resolve disputes ...
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In January 1942, President Roosevelt set up the National War Labor Board to reduce strikes, control wage inflation, develop national policies for union-management relations, and resolve disputes between labor and companies for the duration for the war. This chapter explains the dire situation facing the United States and its allies in the winter of 1941-42, how the NWLB came into being, the board’s members, and the backgrounds and outlook of the young economists and attorneys who did the bulk of the board’s work. Philip Murray, the president of the Congress of Industrial Organizations and the Steelworkers union, called the staffers “the Labor Board boys.”Less
In January 1942, President Roosevelt set up the National War Labor Board to reduce strikes, control wage inflation, develop national policies for union-management relations, and resolve disputes between labor and companies for the duration for the war. This chapter explains the dire situation facing the United States and its allies in the winter of 1941-42, how the NWLB came into being, the board’s members, and the backgrounds and outlook of the young economists and attorneys who did the bulk of the board’s work. Philip Murray, the president of the Congress of Industrial Organizations and the Steelworkers union, called the staffers “the Labor Board boys.”
Ethan Schrum
- Published in print:
- 2019
- Published Online:
- January 2020
- ISBN:
- 9781501736643
- eISBN:
- 9781501736650
- Item type:
- book
- Publisher:
- Cornell University Press
- DOI:
- 10.7591/cornell/9781501736643.001.0001
- Subject:
- Education, History of Education
This book argues that Clark Kerr, Gaylord P. Harnwell, and other post-World War II academic leaders set the American research university on a new course by creating the instrumental university. With ...
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This book argues that Clark Kerr, Gaylord P. Harnwell, and other post-World War II academic leaders set the American research university on a new course by creating the instrumental university. With its emphasis on procedural rationality, organized research, and project-based funding by external patrons, the instrumental university would provide technical and managerial knowledge to shape the social order. Its leaders hoped that by solving the nation’s pressing social problems, the research university would become the essential institution of postwar America. On this view, the university’s leading purposes included promoting economic development and coordinating research from many fields in order to attack social problems. Reorienting institutions to prioritize these activities had numerous consequences. One was to inject more capitalistic and managerial tendencies into universities. Today, those who decry universities’ corporatizing and market-driven tendencies often trace them to the rise of neoliberalism in the 1970s. This book suggests that a fuller explanation of these tendencies must highlight their deeper roots in the technocratic progressive tradition that originated in the 1910s, particularly the organizational changes within universities that this tradition spawned from the 1940s onward as part of the instrumental university.Less
This book argues that Clark Kerr, Gaylord P. Harnwell, and other post-World War II academic leaders set the American research university on a new course by creating the instrumental university. With its emphasis on procedural rationality, organized research, and project-based funding by external patrons, the instrumental university would provide technical and managerial knowledge to shape the social order. Its leaders hoped that by solving the nation’s pressing social problems, the research university would become the essential institution of postwar America. On this view, the university’s leading purposes included promoting economic development and coordinating research from many fields in order to attack social problems. Reorienting institutions to prioritize these activities had numerous consequences. One was to inject more capitalistic and managerial tendencies into universities. Today, those who decry universities’ corporatizing and market-driven tendencies often trace them to the rise of neoliberalism in the 1970s. This book suggests that a fuller explanation of these tendencies must highlight their deeper roots in the technocratic progressive tradition that originated in the 1910s, particularly the organizational changes within universities that this tradition spawned from the 1940s onward as part of the instrumental university.
Martin Roysher
- Published in print:
- 2002
- Published Online:
- March 2012
- ISBN:
- 9780520222212
- eISBN:
- 9780520928619
- Item type:
- chapter
- Publisher:
- University of California Press
- DOI:
- 10.1525/california/9780520222212.003.0008
- Subject:
- History, American History: 20th Century
This chapter highlights the role of the FSM in securing the right to conduct political activity on campus that is now so commonplace today and suggests that the FSM seems like a seriocomic accident ...
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This chapter highlights the role of the FSM in securing the right to conduct political activity on campus that is now so commonplace today and suggests that the FSM seems like a seriocomic accident that played out in a string of administrative blunders abetted by the hubris of university president Clark Kerr. It also comments on the dedication of an FSM Café near the Moffitt Library of the University of California, Berkeley.Less
This chapter highlights the role of the FSM in securing the right to conduct political activity on campus that is now so commonplace today and suggests that the FSM seems like a seriocomic accident that played out in a string of administrative blunders abetted by the hubris of university president Clark Kerr. It also comments on the dedication of an FSM Café near the Moffitt Library of the University of California, Berkeley.
Emily J. Levine
- Published in print:
- 2021
- Published Online:
- May 2022
- ISBN:
- 9780226341811
- eISBN:
- 9780226341958
- Item type:
- chapter
- Publisher:
- University of Chicago Press
- DOI:
- 10.7208/chicago/9780226341958.003.0012
- Subject:
- Education, History of Education
The conclusion begins with the loyalty oath required by the University of California in 1949 of all university employees and the controversy spurred by the firing of the German-Jewish émigré and ...
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The conclusion begins with the loyalty oath required by the University of California in 1949 of all university employees and the controversy spurred by the firing of the German-Jewish émigré and University of California-Berkeley professor Ernst Kantorowicz when he refused to sign. The conclusion argues that Kantorowicz’s defense of the university’s “inner sovereignty” reflected the longstanding history of the academic social contract in which the university received autonomy in exchange for services to society. The book shows how once the contract was exhausted, academic entrepreneurs found new partners, formulated new ideas, and established new institutions—sometimes outside the university. The conclusion further argues that if the conditions and terms were new, the academic contract itself was not. With the perspective of the full arc of the development of the modern research university, the lessons of this book do indeed apply to the post–World War II era of Cold War science and such academic entrepreneurs as Clark Kerr in which the contract became so unbalanced to almost not be recognizable to the earlier era.Less
The conclusion begins with the loyalty oath required by the University of California in 1949 of all university employees and the controversy spurred by the firing of the German-Jewish émigré and University of California-Berkeley professor Ernst Kantorowicz when he refused to sign. The conclusion argues that Kantorowicz’s defense of the university’s “inner sovereignty” reflected the longstanding history of the academic social contract in which the university received autonomy in exchange for services to society. The book shows how once the contract was exhausted, academic entrepreneurs found new partners, formulated new ideas, and established new institutions—sometimes outside the university. The conclusion further argues that if the conditions and terms were new, the academic contract itself was not. With the perspective of the full arc of the development of the modern research university, the lessons of this book do indeed apply to the post–World War II era of Cold War science and such academic entrepreneurs as Clark Kerr in which the contract became so unbalanced to almost not be recognizable to the earlier era.
Ronald W. Schatz
- Published in print:
- 2020
- Published Online:
- September 2021
- ISBN:
- 9780252043628
- eISBN:
- 9780252052507
- Item type:
- book
- Publisher:
- University of Illinois Press
- DOI:
- 10.5622/illinois/9780252043628.001.0001
- Subject:
- Sociology, Occupations, Professions, and Work
Ronald W. Schatz tells the story of the team of young economists and lawyers recruited to the National War Labor Board to resolve union-management conflicts during the Second World War. The crew ...
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Ronald W. Schatz tells the story of the team of young economists and lawyers recruited to the National War Labor Board to resolve union-management conflicts during the Second World War. The crew (including Clark Kerr, John Dunlop, Jean McKelvey, and Marvin Miller) exerted broad influence on the U.S. economy and society for the next forty years. They handled thousands of grievances and strikes. They founded academic industrial relations programs. When the 1960s student movement erupted, universities appointed them as top administrators charged with quelling the conflicts. In the 1970s, they developed systems that advanced public sector unionization and revolutionized employment conditions in Major League Baseball.
Schatz argues that the Labor Board vets, who saw themselves as disinterested technocrats, were in truth utopian reformers aiming to transform the world. Beginning in the 1970s stagflation era, they faced unforeseen opposition, and the cooperative relationships they had fostered withered. Yet their protégé George Shultz used mediation techniques learned from his mentors to assist in the integration of Southern public schools, institute affirmative action in industry, and conduct Cold War negotiations with Mikhail Gorbachev.Less
Ronald W. Schatz tells the story of the team of young economists and lawyers recruited to the National War Labor Board to resolve union-management conflicts during the Second World War. The crew (including Clark Kerr, John Dunlop, Jean McKelvey, and Marvin Miller) exerted broad influence on the U.S. economy and society for the next forty years. They handled thousands of grievances and strikes. They founded academic industrial relations programs. When the 1960s student movement erupted, universities appointed them as top administrators charged with quelling the conflicts. In the 1970s, they developed systems that advanced public sector unionization and revolutionized employment conditions in Major League Baseball.
Schatz argues that the Labor Board vets, who saw themselves as disinterested technocrats, were in truth utopian reformers aiming to transform the world. Beginning in the 1970s stagflation era, they faced unforeseen opposition, and the cooperative relationships they had fostered withered. Yet their protégé George Shultz used mediation techniques learned from his mentors to assist in the integration of Southern public schools, institute affirmative action in industry, and conduct Cold War negotiations with Mikhail Gorbachev.
Christian Olaf Christiansen
- Published in print:
- 2015
- Published Online:
- November 2015
- ISBN:
- 9780198701033
- eISBN:
- 9780191770500
- Item type:
- chapter
- Publisher:
- Oxford University Press
- DOI:
- 10.1093/acprof:oso/9780198701033.003.0004
- Subject:
- Business and Management, Political Economy
As World War II faded into the background, ideas of progressive and ethical business were soon met with criticism from a diversity of economic and political stances, especially concerning the raison ...
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As World War II faded into the background, ideas of progressive and ethical business were soon met with criticism from a diversity of economic and political stances, especially concerning the raison d’être of the corporation. Did it serve the interest of shareholders, or of managers? If it did (or did not) simply maximize profits, should it? What where the consequences of the new power technology associated with applied industrial psychology? Was the new idealized relationship between organization and employee as an intimate bond not at odds with ideals of independency and of contractual relations? Through the writings of people such as John Kenneth Galbraith, William H. Whyte Jr., Milton Friedman, Erich Fromm, Clark Kerr, Reinhard Bendix, Paul Baran, and Paul Sweezy, this chapter demonstrates how the new, managerialist image of the “soulful corporation” was contested from a range of different perspectives, from Marxism to social-liberalism to neoliberalism.Less
As World War II faded into the background, ideas of progressive and ethical business were soon met with criticism from a diversity of economic and political stances, especially concerning the raison d’être of the corporation. Did it serve the interest of shareholders, or of managers? If it did (or did not) simply maximize profits, should it? What where the consequences of the new power technology associated with applied industrial psychology? Was the new idealized relationship between organization and employee as an intimate bond not at odds with ideals of independency and of contractual relations? Through the writings of people such as John Kenneth Galbraith, William H. Whyte Jr., Milton Friedman, Erich Fromm, Clark Kerr, Reinhard Bendix, Paul Baran, and Paul Sweezy, this chapter demonstrates how the new, managerialist image of the “soulful corporation” was contested from a range of different perspectives, from Marxism to social-liberalism to neoliberalism.
Ronald W. Schatz
- Published in print:
- 2020
- Published Online:
- September 2021
- ISBN:
- 9780252043628
- eISBN:
- 9780252052507
- Item type:
- chapter
- Publisher:
- University of Illinois Press
- DOI:
- 10.5622/illinois/9780252043628.003.0010
- Subject:
- Sociology, Occupations, Professions, and Work
Unlike most elderly workers, the Labor Board vets continued to work to the end of their lives. They had a mission in life. This chapter explores their work in their latter years. After briefly ...
More
Unlike most elderly workers, the Labor Board vets continued to work to the end of their lives. They had a mission in life. This chapter explores their work in their latter years. After briefly discussing Jean McKelvey, Clark Kerr, Ben Aaron, Robben Fleming, and George Shultz, it focuses on John Dunlop’s work with the clerical workers union at Harvard University, his work with the farmworkers union in Ohio and Michigan, and the commission he chaired at the request of President Bill Clinton to improve worker, union, and management relations in the United States. The first two efforts were successful, the latter a complete failure. The world overwhelmed the reformersLess
Unlike most elderly workers, the Labor Board vets continued to work to the end of their lives. They had a mission in life. This chapter explores their work in their latter years. After briefly discussing Jean McKelvey, Clark Kerr, Ben Aaron, Robben Fleming, and George Shultz, it focuses on John Dunlop’s work with the clerical workers union at Harvard University, his work with the farmworkers union in Ohio and Michigan, and the commission he chaired at the request of President Bill Clinton to improve worker, union, and management relations in the United States. The first two efforts were successful, the latter a complete failure. The world overwhelmed the reformers