Charles Edison requested the
divisions provide him with monthly reports about cost
25
reductions and new methods production.X-15
which all orders for materials, tools, and services had to
22
pass. 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." The
division managers were instructed send copious information
about their activities the central management.
Edison's policies relative Management, Labor and Sales" into
.to effect
oo
greater economies and properly conserve our finances. Stephen Mambert
reached the top TAE Inc, gaining the confidence the
chief executive. When Edison
began the divisional policy instructed every divison to
supply him with daily reports orders and shipments. Mambert got closer Edison, his power
grew until portrayed himself the means translate "Mr. The
stream information arriving Edison's desk the lab
provided him with the means staying touch with
operations.
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.
While Edison concerned himself with the pressing
technical problems the disc, professional managers took a
larger part running the new organization.
