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The Army and industrial manpower by Byron…
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Author nameRoleType of authorWork?Status
Byron Fairchildprimary authorall editionscalculated
Grossman, Jonathanmain authorall editionsconfirmed
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... to Those Who Served
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For centuries, Mars made his public appearances clad in his one and only suit of armor, wearing the same old helmet and bearing the same sword and shield. But World War I demonstrated that if he were to keep up with the times he would have to have an extra suit of clothes. He would need a pair of overalls and a workman's cap and he would have to learn to wield a wrench as well as a sword. What was more, he would be expected to wear both suits at the same time. Thus the War Department, by Armistice Day, 1918, had found it necessary to go beyond the raising of an army and beyond the conduct of military operations into the field of industrial manpower and labor relations. The War Department, to quote its report on these activities, had become "a dominant factor in the industrial and labor situation." It had become involved in adjusting labor disputes, in fixing wages and hours of work, and in providing war workers with a host of community services. In order to function in these new fields, the War Department had created a number of emergency boards, commissions, and offices under the general direction of an Assistant Secretary, Benedict Crowell, a former Cleveland industrialist.
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This book is one of a number in the present series that describe what happened to the U.S. Army in World War II as the result of two prevailing circumstances. One was that the War Department had a vital interest and a leading role in maintaining the production of supplies needed to win the war. The other was that, once organized for war, the War Department and the Army comprised an administrative machine incomparably more efficient for getting things done than any other at the disposal of the President. In both connections Army officers found themselves drawn into the realm of industrial management—one surely remote from the field of battle. A companion volume, The Army and Economic Mobilization, shows how extensively and deeply the War Department became involved in business relationships. The authors of the present volume examine and illustrate the ways in which the Army and its officers dealt with the problems into which they were drawn in dealing with organized labor. Since World War II the Army has become even more deeply involved in relations, present and potential, with industry and industrial management. No officer can therefore afford to overlook the instructive experience that this book recounts.
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