X-ll
administration gave the Division Managers "as wide latitude as
possible," setting general policy and coordinating their
efforts. in
1916 which the divisions represent the Edison product line:
musical and business phonographs, disc and cylinder records,
numbering machines, chemicals, primary batteries, and motion
pictures." The job
of strategic planning remained with Edison and few key
managers the upper level TAE Inc. Some the divisions were oriented toward marketing,
., when each
product was controlled sales manager who ran small
marketing department. The division structure
was their idea and was originated, planned, and installed
from above with brutal speed. Edison did not concern himself with the day-to-day
affairs his companies, for Meadowcroft wrote: "His forte
does not lie the lines routine business methods. Chart 10-1 shows the organization TAE Inc.^
The move toward organization made marketing
divisions had begun after the creation TAE Inc. Its work
was support the products and manufacturing activities of
each division. The other
products followed. The divisional policy was first introduced to
the primary battery business, because this product was clearly
independent the others and its market was narrow. Many the division managers were
primarily sales orientated, including William Maxwell the
Musical Phonograph Division, and Nelson Durand the Dictating
Machine Division. The laboratory was classed with the
centralized administration service organization
