NEW YORK TIMES BESTSELLER • SELECTED BY THE ECONOMIST AS ONE OF THE BEST BOOKS OF THE YEAR “A rambunctious book that is itself alive with the animal spirits of the marketplace.”—The Wall Street Journal Freedom’s Forge reveals how two extraordinary American businessmen—General Motors automobile magnate William “Big Bill” Knudsen and shipbuilder Henry J. Kaiser—helped corral, cajole, and inspire business leaders across the country to mobilize the “arsenal of democracy” that propelled the Allies to victory in World War II. Drafting top talent from companies like Chrysler, Republic Steel, Boeing, Lockheed, GE, and Frigidaire, Knudsen and Kaiser turned auto plants into aircraft factories and civilian assembly lines into fountains of munitions. In four short years they transformed America’s army from a hollow shell into a truly global force, laying the foundations for the country’s rise as an economic as well as military superpower. Freedom’s Forge vividly re-creates American industry’s finest hour, when the nation’s business elites put aside their pursuit of profits and set about saving the world. Praise for Freedom’s Forge “A rarely told industrial saga, rich with particulars of the growing pains and eventual triumphs of American industry . . . Arthur Herman has set out to right an injustice: the loss, down history’s memory hole, of the epic achievements of American business in helping the United States and its allies win World War II.”—The New York Times Book Review “Magnificent . . . It’s not often that a historian comes up with a fresh approach to an absolutely critical element of the Allied victory in World War II, but Pulitzer finalist Herman . . . has done just that.”—Kirkus Reviews (starred review) “A compulsively readable tribute to ‘the miracle of mass production.’ ”—Publishers Weekly “The production statistics cited by Mr. Herman . . . astound.”—The Economist “[A] fantastic book.”—Forbes “Freedom’s Forge is the story of how the ingenuity and energy of the American private sector was turned loose to equip the finest military force on the face of the earth. In an era of gathering threats and shrinking defense budgets, it is a timely lesson told by one of the great historians of our time.”—Donald Rumsfeld
The racist legacy behind the Western idea of freedom The era of the Enlightenment, which gave rise to our modern conceptions of freedom and democracy, was also the height of the trans-Atlantic slave trade. America, a nation founded on the principle of liberty, is also a nation built on African slavery, Native American genocide, and systematic racial discrimination. White Freedom traces the complex relationship between freedom and race from the eighteenth century to today, revealing how being free has meant being white. Tyler Stovall explores the intertwined histories of racism and freedom in France and the United States, the two leading nations that have claimed liberty as the heart of their national identities. He explores how French and American thinkers defined freedom in racial terms and conceived of liberty as an aspect and privilege of whiteness. He discusses how the Statue of Liberty—a gift from France to the United States and perhaps the most famous symbol of freedom on Earth—promised both freedom and whiteness to European immigrants. Taking readers from the Age of Revolution to today, Stovall challenges the notion that racism is somehow a paradox or contradiction within the democratic tradition, demonstrating how white identity is intrinsic to Western ideas about liberty. Throughout the history of modern Western liberal democracy, freedom has long been white freedom. A major work of scholarship that is certain to draw a wide readership and transform contemporary debates, White Freedom provides vital new perspectives on the inherent racism behind our most cherished beliefs about freedom, liberty, and human rights.
Charitable uses, trusts, and foundations by United States. Internal Revenue Service
During World War II, the United States helped vanquish the Axis powers by converting its enormous economic capacities into military might. Producing nearly two-thirds of all the munitions used by Allied forces, American industry became what President Franklin D. Roosevelt called "the arsenal of democracy." Crucial in this effort were business leaders. Some of these captains of industry went to Washington to coordinate the mobilization, while others led their companies to churn out weapons. In this way, the private sector won the war—or so the story goes. Based on new research in business and military archives, Destructive Creation shows that the enormous mobilization effort relied not only on the capacities of private companies but also on massive public investment and robust government regulation. This public-private partnership involved plenty of government-business cooperation, but it also generated antagonism in the American business community that had lasting repercussions for American politics. Many business leaders, still engaged in political battles against the New Deal, regarded the wartime government as an overreaching regulator and a threatening rival. In response, they mounted an aggressive campaign that touted the achievements of for-profit firms while dismissing the value of public-sector contributions. This probusiness story about mobilization was a political success, not just during the war, but afterward, as it shaped reconversion policy and the transformation of the American military-industrial complex. Offering a groundbreaking account of the inner workings of the "arsenal of democracy," Destructive Creation also suggests how the struggle to define its heroes and villains has continued to shape economic and political development to the present day.
Tells the story of how America’s biggest companies began, operated, and prospered post-World War I This book takes the vantage point of people working within companies as they responded to constant change created by consumers and technology. It focuses on the entrepreneur, the firm, and the industry, by showing—from the inside—how businesses operated after 1920, while offering a good deal of Modern American social and cultural history. The case studies and contextual chapters provide an in-depth understanding of the evolution of American management over nearly 100 years. American Business Since 1920: How It Worked presents historical struggles with decision making and the trend towards relative decentralization through stories of extraordinarily capable entrepreneurs and the organizations they led. It covers: Henry Ford and his competitor Alfred Sloan at General Motors during the 1920s; Neil McElroy at Procter & Gamble in the 1930s; Ferdinand Eberstadt at the government’s Controlled Materials Plan during World War II; David Sarnoff at RCA in the 1950s and 1960s; and Ray Kroc and his McDonald’s franchises in the late twentieth century and early twenty-first; and more. It also delves into such modern success stories as Amazon.com, eBay, and Google. Provides deep analysis of some of the most successful companies of the 20th century Contains topical chapters covering titans of the 2000s Part of Wiley-Blackwell’s highly praised American History Series American Business Since 1920: How It Worked is designed for use in both basic and advanced courses in American history, at the undergraduate and graduate levels.
This book gives an overview of ways to work as a management consultant, including relationships with clients, ethics, pricing, contracts and some basic tools for delivering consulting services. This book was written for those who want to work in this area, for existing consultants, and also for managers and buyers of management consulting services. Quotes from the book: "This is the book I wish I could have read myself about 30 years ago when I first started my career as a young management consultant." "When young people are asked about their dream job, management consulting is often high on the list." "... when I was asked by the managing partner of the consulting firm what kind of consultant I wanted to become, my reply was honest surprise: Are there really different kinds?!" "What is the most important skill for a leader or manager to master? I would say it is the decision-making process." "Perhaps the most important strategic decision in management consulting is how to price your services, both how much you charge and what for." "Yes, I claim that to understand the internal and interpersonal politics of any organization, is a necessary prerequisite for a good management consultant." "I am sure that many organisational problems are based more on politics than on policies…" "… it will draw significant resources away into internal disintegration and fights, rather than freeing the same energy for external opportunities and tasks."