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The Working Class was a group of workers, of all ages, who were overworked and overwhelmed in some of the worst conditions possible. Some of these conditions included being overworked with very minimal breaks if any, being in tight and very overcrowded areas, and having to work while being ill, having a disease, or being hurt. Not to mention these workers were getting barely enough money to live an underprivileged life.

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The New Consumer Culture was a group of new consumers who wanted to save time when getting their goods.

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Industrialization and the Rise of Big Business, 1870-1900

OpenStaxCollege

[latexpage]

Learning Objectives

By the end of this section, you will be able to:

Describe the characteristics of the new consumer culture that emerged at the end of the nineteenth century

Despite the challenges workers faced in their new roles as wage earners, the rise of industry in the United States allowed people to access and consume goods as never before. The rise of big business had turned America into a culture of consumers desperate for time-saving and leisure commodities, where people could expect to find everything they wanted in shops or by mail order. Gone were the days where the small general store was the only option for shoppers; at the end of the nineteenth century, people could take a train to the city and shop in large department stores like Macy's in New York, Gimbel's in Philadelphia, and Marshall Fields in Chicago. Chain stores, like A&P and Woolworth's, both of which opened in the 1870s, offered options to those who lived farther from major urban areas and clearly catered to classes other than the wealthy elite. Industrial advancements contributed to this proliferation, as new construction techniques permitted the building of stores with higher ceilings for larger displays, and the production of larger sheets of plate glass lent themselves to the development of larger store windows, glass countertops, and display cases where shoppers could observe a variety of goods at a glance. L. Frank Baum, of Wizard of Oz fame, later founded the National Association of Window Trimmers in 1898, and began publishing The Store Window journal to advise businesses on space usage and promotion.

Even families in rural America had new opportunities to purchase a greater variety of products than ever before, at ever decreasing prices. Those far from chain stores could benefit from the newly developed business of mail-order catalogs, placing orders by telephone. Aaron Montgomery Ward established the first significant mail-order business in 1872, with Sears, Roebuck & Company following in 1886. Sears distributed over 300,000 catalogs annually by 1897, and later broke the one million annual mark in 1907. Sears in particular understood that farmers and rural Americans sought alternatives to the higher prices and credit purchases they were forced to endure at small-town country stores. By clearly stating the prices in his catalog, Richard Sears steadily increased his company's image of their catalog serving as "the consumer's bible." In the process, Sears, Roebuck & Company supplied much of America's hinterland with products ranging from farm supplies to bicycles, toilet paper to automobiles, as seen below in a page from the catalog ([link]).

The tremendous variety of goods available for sale required businesses to compete for customers in ways they had never before imagined. Suddenly, instead of a single option for clothing or shoes, customers were faced with dozens, whether ordered by mail, found at the local chain store, or lined up in massive rows at department stores. This new level of competition made advertising a vital component of all businesses. By 1900, American businesses were spending almost $100 million annually on advertising. Competitors offered "new and improved" models as frequently as possible in order to generate interest. From toothpaste and mouthwash to books on entertaining guests, new goods were constantly offered. Newspapers accommodated the demand for advertising by shifting their production to include full-page advertisements, as opposed to the traditional column width, agate-type advertisements that dominated mid-nineteenth century newspapers (similar to classified advertisements in today's publications). Likewise, professional advertising agencies began to emerge in the 1880s, with experts in consumer demand bidding for accounts with major firms.

It may seem strange that, at a time when wages were so low, people began buying readily; however, the slow emergence of a middle class by the end of the century, combined with the growing practice of buying on credit, presented more opportunities to take part in the new consumer culture. Stores allowed people to open accounts and purchase on credit, thus securing business and allowing consumers to buy without ready cash. Then, as today, the risks of buying on credit led many into debt. As advertising expert Roland Marchand described in his Parable on the Democracy of Goods, in an era when access to products became more important than access to the means of production, Americans quickly accepted the notion that they could live a better lifestyle by purchasing the right clothes, the best hair cream, and the shiniest shoes, regardless of their class. For better or worse, American consumerism had begun.

Advertising in the Industrial Age: Credit, Luxury, and the Advent of "New and Improved"

Before the industrial revolution, most household goods were either made at home or purchased locally, with limited choices. By the end of the nineteenth century, factors such as the population's move towards urban centers and the expansion of the railroad changed how Americans shopped for, and perceived, consumer goods. As mentioned above, advertising took off, as businesses competed for customers.

Many of the elements used widely in nineteenth-century advertisements are familiar. Companies sought to sell luxury, safety, and, as the ad for the typewriter below shows ([link]), the allure of the new-and-improved model. One advertising tactic that truly took off in this era was the option to purchase on credit. For the first time, mail order and mass production meant that the aspiring middle class could purchase items that could only be owned previously by the wealthy. While there was a societal stigma for buying everyday goods on credit, certain items, such as fine furniture or pianos, were considered an investment in the move toward entry into the middle class.

Additionally, farmers and housewives purchased farm equipment and sewing machines on credit, considering these items investments rather than luxuries. For women, the purchase of a sewing machine meant that a shirt could be made in one hour, instead of fourteen. The Singer Sewing Machine Company was one of the most aggressive at pushing purchase on credit. They advertised widely, and their "Dollar Down, Dollar a Week" campaign made them one of the fastest-growing companies in the country.

For workers earning lower wages, these easy credit terms meant that the middle-class lifestyle was within their reach. Of course, it also meant they were in debt, and changes in wages, illness, or other unexpected expenses could wreak havoc on a household's tenuous finances. Still, the opportunity to own new and luxurious products was one that many Americans, aspiring to improve their place in society, could not resist.

While tensions between owners and workers continued to grow, and wage earners struggled with the challenges of industrial work, the culture of American consumerism was changing. Greater choice, easier access, and improved goods at lower prices meant that even lower-income Americans, whether rural and shopping via mail order, or urban and shopping in large department stores, had more options. These increased options led to a rise in advertising, as businesses competed for customers. Furthermore, the opportunity to buy on credit meant that Americans could have their goods, even without ready cash. The result was a population that had a better standard of living than ever before, even as they went into debt or worked long factory hours to pay for it.

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Industrialization and the Rise of Big Business, 1870-1900 OpenStaxCollege [latexpage] By the end of this section, you will be able to: Describe the characteristics of the new consumer culture that emerged at the end of the nineteenth century Despite the challenges workers faced in their new roles as wage earners, the rise of industry in the United States allowed people to access and consume goods as never before.

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Watch this short video for background knowledge on the Panic of 1873.

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In 1886, another group was founded. This group, The American Federation of Labor, was the opposite of the Knights of Labor. They completely disagreed with these knights.

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American Federation of Labor (American Labor Movement)

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Scientific Management was an idea expressed by Frederick Taylor.  This theory believes that it is "...a management theory that analyzes work flows to improve economic efficiency, especially labor productivity."
Source: https://courses.lumenlearning.com/wm-introductiontobusiness/chapter/scientific-management-theory/

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Learning Outcomes

Summarize the four principles of Frederick Taylor's scientific management theory

Summarize the contributions of Frank and Lillian Gilbreth to scientific management

Just over one hundred years ago Frederick Taylor published Principles of Scientific Management, a work that forever changed the way organizations view their workers and their organization. At the time of Taylor's publication, managers believed that workers were lazy and worked slowly and inefficiently in order to protect their jobs. Taylor identified a revolutionary solution:

The remedy for this inefficiency lies in systematic management, rather than in searching for some unusual or extraordinary man.

You might think that a century-old theory wouldn't have any application in today's fast-paced, technology-driven world. You'd be wrong, though! In fact much of what you've already learned in this course is based on Taylor's work, and plenty of what you'll experience in the workplace will be indebted to him, too. If you recognize any of the following, you have already seen his principles of scientific management in action: organizational charts, performance evaluations, quality measurements and metrics, and sales and/or production goals.

Scientific management is a management theory that analyzes work flows to improve economic efficiency, especially labor productivity. This management theory, developed by Frederick Winslow Taylor, was popular in the 1880s and 1890s in U.S. manufacturing industries.

While the terms "scientific management" and "Taylorism" are often treated as synonymous, a more accurate view is that Taylorism is the first form of scientific management. Taylorism is sometimes called the "classical perspective," meaning that it is still observed for its influence but no longer practiced exclusively. Scientific management was best known from 1910 to 1920, but in the 1920s, competing management theories and methods emerged, rendering scientific management largely obsolete by the 1930s. However, many of the themes of scientific management are still seen in industrial engineering and management today.

Frank and Lillian Gilbreth

While Taylor was conducting his time studies, Frank and Lillian Gilbreth were completing their own work in motion studies to further scientific management. The Gilbreth name may be familiar to anyone who has read the book Cheaper By The Dozen (or seen the movie the book inspired). The book is a biographical novel about the Gilbreth family, their twelve children, and the often humorous attempts of the Gilbreths to apply their efficiency methods in their own household.

The Gilbreths made use of scientific insights to develop a study method based on the analysis of work motions, consisting in part of filming the details of a worker's activities while recording the time it took to complete those activities. The films helped to create a visual record of how work was completed, and emphasized areas for improvement. Secondly, the films also served the purpose of training workers about the best way to perform their work.

This method allowed the Gilbreths to build on the best elements of the work flows and create a standardized best practice. Time and motion studies are used together to achieve rational and reasonable results and find the best practice for implementing new work methods. While Taylor's work is often associated with that of the Gilbreths, there is a clear philosophical divide between the two scientific-management theories. Taylor was focused on reducing process time, while the Gilbreths tried to make the overall process more efficient by reducing the motions involved. They saw their approach as more concerned with workers' welfare than Taylorism, in which workers were less relevant than profit. This difference led to a personal rift between Taylor and the Gilbreths, which, after Taylor's death, turned into a feud between the Gilbreths and Taylor's followers.

Even though scientific management was pioneered in the early 1900s, it continued to make significant contributions to management theory throughout the rest of the twentieth century. With the advancement of statistical methods used in scientific management, quality assurance and quality control began in the 1920s and 1930s. During the 1940s and 1950s, scientific management evolved into operations management, operations research, and management cybernetics. In the 1980s, total quality management became widely popular, and in the 1990s "re-engineering" became increasingly popular. One could validly argue that Taylorism laid the groundwork for these large and influential fields that we still practice today.

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Summarize the four principles of Frederick Taylor's scientific management theory Summarize the contributions of Frank and Lillian Gilbreth to scientific management Just over one hundred years ago Frederick Taylor published Principles of Scientific Management, a work that forever changed the way organizations view their workers and their organization.

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In 1869, a "secret society" grew. This society began to be known as The Knights of Labor. These knights wanted to accomplish a few things, including no more child labor, for men and women to get equal pay, 8-hour workdays, and safety in the workplace. The organization stayed together for almost a hundred years, and eventually accomplished its goals.