X-15
which all orders for materials, tools, and services had to
22
pass.
Although the divisional policy created several
organizations (the divisions) for coordinating production and
administering sales, did not detract from the power TAE
Inc's central management. The
stream information arriving Edison's desk the lab
provided him with the means staying touch with
operations.. Stephen Mambert
reached the top TAE Inc, gaining the confidence the
chief executive.
While Edison concerned himself with the pressing
technical problems the disc, professional managers took a
larger part running the new organization. Charles Edison requested the
divisions provide him with monthly reports about cost
25
reductions and new methods production. This policy was continued his son, whose power
was growing inside TAE Inc. The divisional structure was still
responsive the economy drive the central management, who
made known that was Edison's "personal desire.to effect
oo
greater economies and properly conserve our finances. When Edison
began the divisional policy instructed every divison to
supply him with daily reports orders and shipments.
Edison's policies relative Management, Labor and Sales" into
. Mambert got closer Edison, his power
grew until portrayed himself the means translate "Mr.." The
division managers were instructed send copious information
about their activities the central management
