a... p‘l‘lr“ .... .J- - .. nun-“g. A . - 'Unb-«Agw. . . . .. ‘ "n 1 -’: "l.“ a! n‘ u ‘ ,' '-ul , .w“ OH» n"‘\o . “‘1 n4.“ 3 _' ..' “ a. . . “OA.--; - .- “ lI‘m- in‘ . .‘_ I.I I-.‘ 'H u- . . ". J," l u.,_ ‘9. . N ‘- . \ ABSTRACT THE INDUSTRIAL MUTUAL ASSOCIATION: CONTRIBUTOR TO THE EDUCATIONAL, RECREATIONAL AND CHARITABLE BETTERMENT OF FLINT, MICHIGAN by Duane Russell Brown The Industrial Mutual Association (IMA) of Flint, Michigan, is a mutual—benefit association that has contributed to the betterment of a highly industrialized urban center in the areas of educational, recreational, and social services. From its inception, the IMA has grown into a prosperous multi-faceted institution that is unique in that it provides its members, all employees of companies associated , with the Manufacturers' Association of Flint, a variety of services through the activities and facilities it maintains. These benefits depend on four factors: 1. The granting by the Manufacturers' Association of the in-plant stores, vending and food-service concessions to the IMA. 2. The patronage of these concessions by the employees of the member companies , all of whom are IMA members. 14... o .7 Z (1, I“! Abbot Io, “u. :«o. u 5' 4 3. The guidance of the IMA by its Board of Trustees to assure that the Association meets its corporate purpose of providing benefits to its members. 4. The acceptance by governmental units of the IMA's non-profit, tax exempt status which allows the Association money to fulfill its purpose. The study, while providing an historical record of the IMA, seeks to find how the Association has remained a viable and signifi- cant community force. Through a review of selected literature, a theoretical framework was developed which incorporates aspects of Robert Michels' "iron law of oligarchy" and Lon Fuller's "eight laws" of human associations, and the concept that organizations remain viable by acting upon and reacting to crucial issues that confront them. Crucial issues are defined as those issues that cause a serious interruption in the normal way of life of an organization, resulting from the occurrence of an unexpected situation for which the organization is not prepared and which raises problems for which customary responses are not adequate. Six such issues are identified in the study. Data were gathered from the official records of the IMA and the Manufacturers' Association of Flint. These consist of such primary sources as official minutes, letters, memoranda, special reports, photographs, and personal observations and participation. .. . .. ...i..oA .‘ |- ~ A [‘n-l .- -. ., . . _. a --<-..- ... ‘Othb,‘l , . . ‘- ~.... _, ---- ..,._ w ..4,.“.‘ . _ a” ':'~-.. -~. *- 1 1,..1 ‘-“‘ ' . ".- -“ n._ .a ‘\ ~_ '-.._~ _ M‘ ‘- .. - :: .. “I" ~_ .-""-_ g p o.._ .a ‘ “A -. ._ _ - -.. O. '. ...' ‘ . , . W. . . . . . r. . . . \. ‘ -" I! n. ’ 'u. .‘t . .5 'u \ The major findings revealed that the IMA is an involuntary association that has always operated as an oligarchy. This oligarchy is allowed to exist because it effectively provides the activities, services, and facilities that meet the wants of its members. This is demonstrated by the fact that the IMA has established a domain of considerable magnitude and prestige in the Flint Community. The study also shows that the IMA has always been domi- nated by legal principle rather than the principle of shared commitment which has been more tacitly operative than explicit. This domination gave the IMA more security and stability as it has been confronted by crucial issues throughout its history. Thus, the IMA is representative of a class of voluntary associations--which have unique promise and special problems-- consisting of community service organizations each of which exists within a specific city, addresses the unique problems of that city, develops with that city, relies upon local resources and is locally controlled. This and other implications for future research are discussed. g... '\|p,.v- . - .n- 01‘- ~ L fi-u-“n' n‘ .- .Uthldbv.‘ THE INDUSTRIAL MUTUAL ASSOCIATION: CONTRIBUTOR TO THE EDUCATIONAL, RECREATIONAL AND CHARITABLE BETTERMENT OF FLINT, MICHIGAN ' by Duane Rus sell Brown A DISSERTATION Submitted to Michigan State University in partial fulfillment of the requirements for the degree of DOCTOR OF PHILOSOPHY Department of Administration and Higher Education College of Education 1973 Copyright by Dua ne Rus sell Brown 1973 DEDICATION In memory of my Mother and Father, Adah A. and Raymond A. Brown, who instilled in me the intrinsic value of education; and in appreciation of my sister, Maxine, who made extreme personal sacrifices that allowed me to continue my education. 11 >- . Old; lb" " ‘n o, . . ~ “ .._.,'..._ -- . . unno‘. ._ _ .“ -. ‘ , ..~.,_.~.‘ .- -...-‘ VU. » ..- ‘..- '-. o adv .::. a r 5‘ ‘- ‘ u'AA. ‘ “ -4. 3" .. ._- -'—‘A. 7 ‘ ‘- o ‘v. ~ It- ... . u .., i. v“ s .M‘ -A \ . " .. .. ‘ ~-.~ \ .,. o“ ‘A ‘ - 'gJ‘ 5":‘~:4 “4“_“ K 4.. uh». . . I . .. ‘ \H \""“-. n 'v A .A v ‘ ‘ -~r-.r “.‘ ‘ ~ In ‘5 A ‘ Q... V ~ . -- fl" ..\ “. - . ..\ ‘.‘ ‘ | ‘\ N.- “ ACKNOWLEDGMENTS The American dream of providing educational opportunity to all people so that they can lead a productive, meaningful life is responsible for this thesis being written. The many educators of the Beecher School District of Flint, who despite their working for many years under conditions much less than ideal, helped transform this dream into reality for many students such as myself. My thanks to them for encouraging me and giving me the confidence to seek a better way of life through the educational process . I am appreciative of the assistance received from the following persons who made the necessary data available to me: Clarence H. Young, writer, historian and Assistant Director of the Manufacturers' Association of Flint; Robert B. Stone, AC Spark Plug Division Executive, and President of the IMA; William C. Crick, Managing Director of the IMA; Richard N. Powers , Director of Member Services of the IMA; Shirley I. Albrecht, Secretary to Mr. Crick and gracious hostess and friend to me during my period of research in the offices of the IMA. I am grateful to the members of my guidance committee for their assistance: Professor Russell I. Kleis , Dr. Melvin C . Buschman, iii Ii' I... , . — a .c...ah icy-\- . p.‘ .u. .- nl-\~ \~ «nu-v0 lid-— ., ~nn- 0A - . . . Mu». -» “.H ‘u o. “ II‘ . ‘- I .. . . o ‘.~~"R .- I - .0 .‘ "~l-v... ,- ‘ un.-.-___~. . ‘ b . ..-..._'_ . n 'DOm-,_~. .- _ -\ , "'-~u - ~v~ .u- ”‘n r a... _ .. - .0 ‘- \ . .. 'I. h "A‘ -. w. "A V.._ "H...”a -. I'.'~.OIH ‘ A In " 4. ”h . i a: \ .., . “--v ' .l n q \r,.~ ‘Hh ‘ .‘ I5, " u .,.‘ Dr. Duane L. Gibson, and Dr. Clyde M. Campbell. However, I owe a special note of gratitude to my committee chairman and advisor, Professor Russell J. Kleis . Professor Kleis brings a quality of excellence to the University and his students that is much needed today. As the result of his standards , it was not uncommon to feel frustrated as I, a harried Ph.D. candidate, sought program completion. In retrospect I am confident his demands , along with the friendship and respect that developed, will remain the major satisfaction of this accomplishment. I am deeply appreciative to my typist and friend, Mrs . Ethel McNew. Her technical knowledge along with her pleasant and cooperating manner will always be remembered. A special thanks is in order to a special family friend and critic, Professor Virginia A. Cooper of Eastern Michigan University. She not only contributed time and energy to the structuring and editing of this study, but gave me much needed encouragement along the way. Special love and thanks must go to my wife, Marilyn, who assisted me in so many ways while making those sacrifices necessary when a task like this is undertaken. Thanks also go to my loving daughters, Vicki, Ioellen, Lisa and Tracy, who never let me forget that they came first, but who have given evidence of pride in my accomplishment. Perhaps it will serve as a beacon to them! iv TABLE OI“ CONTENTS Page DEDICATION ...... . ........................ 11 ACKNOWLEDGMENTS ......................... iii LIST OF FIGURES ........................... xii Chapter I. THE PROBLEM ......................... 1 Introduction ........................ I Need for the Study ...... . .............. 3 Purpose Of the Study ................... 4 Significance of the Study . . . . ............. 5 Procedure ........... . ............... 5 Overview of the Thesis .................. 7 II. REVIEW OF SELECTED LITERATURE ........... 9 Introduction ......................... 9 Formal Organizations ................... 9 Voluntary Associations .................. 18 Summary . . . . ........... . ........... 30 III. THE FLINT VEHICLE FACTORY MUTUAL BENEFIT ASSOCIATION ........................ 32 Introduction . . ....... . . . . . . .......... 32 An Association is Formed ................ 32 Workers Gather ...................... 32 Membership Soars . . . . . . . ............. 34 Rules of the Day ..................... 35 Recreation Initiated . . . . . . . . ............ 36 Scope Expanded . . ................... 36 Finances .................... 38 Early Financial Support ............... . 38 Additional Involvement ................ 4O CityBooms........... ............. 41 Chapter Page The Club ........................... 42 Facility Expansion ................... 42 The Vehicle Worker .................... 43 Newspaper Unites ................... 43 Banking ............................ 46 Expands Into Banking ................. 46 Amalgamation ........................ 47 Forces at Work ..................... 47 Summary ........................... 48 IV. THE INDUSTRIAL FELLOWSHIP LEAGUE ......... 49 Introduction ......................... 49 A League is Formed .................... 49 Industry and Immigrants . .............. 49 YMCA and Industry Team ............... 50 Robert I. Wise . . . .................... 51 A Mission and a Man ....... . . . . ...... 51 Education . .......... . . . . ......... . . 57 School Plans ....................... 57 Recreation ..... . ...... . . . . .......... 58 Recreational Expansion ..... . . . ........ 58 End of Busy Year .................... 60 World War I Years ......... . .......... . 63 World Crisis . ...................... 63 Support for the Mission ................ 63 Effort Continues . . . . . . . .............. 65 Incorporation . . ......... . ............ 66 IFL Incorporated ........ . . . . . . ...... 66 Departments Functions .............. . . . . 67 Stores' Struggle . . . . . . . . . . .......... . 67 Education Concept Pushed . . . . . . ...... . . 68 The Major Arrives . . . . . . .............. 69 Philosophies in Conflict ...... . . . ..... . 71 MergerPlanned ........... 75 End of Affiliation . . . . . . . . . . ........ . . 75 Summary............. .......... 80 V. THE FIRST DECADE OF THE IMA -- 1922 to 1932 . . . 81 Introduction... .......... 81 FormationofIMA ..... 82 Consolidation Efforts Increase . . . . . . . . . . . 82 An Association Emerges . . . . . ........ . . . 83 ANameDerived............ ..... 85 vi .. u x ‘. - .a.‘ .._ .. . . . . -- _.._ . -. , v r . . Ir .. .2- n .-.. . ‘ , .. ‘l. .. 'F n . I u 'l' I | . .- l.‘ \I I ~ I. . \v I'- I ..~ . ~ . - A Q .. . .1. .. .~ . I ‘5 .. ._- -. 1-. t . ' .4 s . A. ‘1 I n h... . '- .. ~. “ u. h“ h" ‘ u. "g. . 'a F'A‘ ., I .- -. V»... . . \I §\ .- . ‘M . V a ~1_ ~ H s ‘A- \t v- .. “a ‘ 1 - ~d .‘ \n. Chapter Staff Procured ...................... Revenue Source Organized Forces Intervene ...................... Difficulties Develop IRS Intervenes Local Boa rd Intervenes Organization De linea ted Functions Defined Benefit Department Program Continues Prevention Introduced OOOOOOOOOOOOOOOOOOOOOO Dort Returns ....................... Group Ins ura nce Initia ted Banking ............ An Unsucces sful Venture Philosophies Cla sh Me mbership Ma nda ted Assistance Given Welfare .......... . ................. A Need is Met .................... . . Membership Combined Impact Cited ...................... Controls Imposed 000000000000000 The Club ................. . . ........ Facilities De 5 cribed Activities Thrive The Auditorium ...... . Demand Dictates Expansion ............. Construction Begun Auditorium Opens Unusual Controls Establi Recreation . . . ....... . . . . ProgramsBoom .......... Petrill Arrives . . shed . . ......... Mass Activities in Auditorium . . . . . . . . . . . Athletic Park Acquired Lake Remains Popular Activities Expanded Education . . . . . . . . School Continues Name is Changed Direction Changed Coop era tive Progra m GM Takes Over Automotive Service Program Begun . . . . . . . . . vii 86 86 89 89 90 93 94 94 95 95 96 97 98 100 100 102 102 102 104 104 105 107 108 109 109 111 112 112 114 115 116 117 117 119 121 122 122 125 126 126 127 128 129 132 133 '...o:v "Zn-4 P. - p. -‘ '\ b"- . \'. ‘b . \ . h i ’ "'\ If n u‘fl',‘ -'-I... Chapter Page Cooperation Continued . . . . . . . ......... 136 The IMA News . . ........... . ........ 138 News Proves Popular ........ . ........ 138 Summary..... ........ ...... 140 VI. A TIME OF STRIPE -- 1932 to 1942 . . .......... 141 Introduction . . ...... . ........... . . . . 141 Depression Years . .......... . ......... 141 Effects of Depression ..... . . . . ........ 141 Union Movement . .......... . ......... 144 AnotherStruggle ...... 144 Membership Challenged ............ . . . 145 Economic Considerations . . . . . . . ......... 147 The "New Deal" ...... . . . . . ..... . . . . 147 More Financial Stress . . ........... . . . 148 AlwaysTaxes. ....... 149 News Problems . ..... . . . . . ...... . . . . 150 Auditorium Popular . . . . . . . . . . ...... . . 151 Control Transferred ................... 153 Trusteeship Engaged . . . . . . . . ..... . . . . 153 Benefits Department Vestige . . . . . . . . . . . . 153 Education Redirection . . ......... . . . . . 154 RecreationAbounds 157 Membership 160 Membership Declines ...... . . . . . . . . . . 160 Petrill Contributes . ............ . . . . . 161 The Strike . . . . . ...... . ...... . . ...... 162 Sitdown Occurs ...... . . . . . . ..... . . . 162 IMA's Position . . . . . . . . ............. 163 The Aftermath of Battle . . . . . . . . . . . ..... 164 TheLongRoadBack.................. 164 AnEraEnds ....... 167 Recreation Falls Victim . . . . . . . . . . . . . . . . 167 Some Things Continued . .......... . . . . . 169 The "News" Reorganized . . . . ...... . . . . 170 Major Considerations . . . . . . . . ..... . . . . 171 BankLeaseCancelled 175 WhereDoWeGoFromHere............. 175 ThingsLookingUp............. ..... . 176 Summary...................... ..... 180 viii Chapter Page VII. AN INTERVAL OF MARKING TIME -— 1942 to 1960 . . . . 181 Introduction ......................... 181 The War Years ....................... 182 Factories Ilum ...................... 182 Upswing in Profits ................... 182 Priorities Established ................. 183 Major Focal Points ................... 185 Educational Efforts Slight ............... 187 Veterans' Service Department ............. 190 IMA Expands Domain . . ................ 190 A Case in Point ..................... 192 Work Load Increases .................. 195 Optimism and Planning ................ 197 World War II Ends .................... . 198 Peace Arrives ....................... 198 Changes Take Place .................. 199 Activities Continue ................... 200 A Near Disaster ..................... 201 Auditorium Use ..................... 203 Plans Implemented ................... 205 Annex Constructed ................... 206 Demise of Park . . .................... 207 Potter's Lake Dilemma . ................ 208 Tragedy Strikes Flint ................. 210 Educational Efforts Scattered ............ 211 Major Events ....................... 212 G.I.s Return . ...................... 213 Veterans Memorialized ................ 217 At War Again . . ..................... 218 Stores Expand ...................... 219 IMA Remains Exempt . . . . . .......... . . . 221 Membership Soars ....... . ...... . . . . . 222 Leadership Changes . .................. 223 Change in Order . . . . ................. 223 Summary . . . . . . ........ . ............ 226 VIII. A PERIOD OF PROGRESS -- 1960 to 1972 ......... 227 Introduction . .......... . ...... . . . . . . . 227 New Impetus ............ . .......... 228 StoresOperation................. ..... 229 Force Number One ........ . . ......... 229 Internal Revenue Service . . . . ..... . . . . . . . . 232 ForceNumberTwo 232 Noteworthy Distinctions . ..... . ........ 235 ix ‘..0a' a Vain-C 4- '1 -4... 7‘ n. u \1 n. I tJ‘ IN ¥ A V f\ V n \l A V n V Chapter Page The Local Scene ..................... 236 The Federal Question ............ . ..... 237 Internal Changes . ..................... 244 Operation Modified ................. . . 244 Education ........................... 250 Direction Sought ................. . . . 250 Safetyville, U.S.A. .................. 251 VocationalThrust . ................... 252 Veterans' Service ...................... 256 Vietnam Brings Need .................. 256 New Horizons . . ........ . ............. 259 Programs for the Aging ............ . . . . . 259 Recreation ............... 262 Potter's Lake a Concern ................ 262 Ice Facility Planned .................. 267 Construction Underway . ............... 270 Arena a Success ......... . .......... . 271 IMAInvestsinGolf ....... 272 Partnerships in Tennis . . . ........ . . . . . . 275 Cooperates in Baseball . . . . . . .......... 277 In—Plant Recreation Revitalized ........... 277 A New Recreational Venture . . . . . . ....... . 279 TheSeventies............ ..... . ...... 279 Another Decade . . ............ . ...... 279 Expanded Commitment . . . . . . ........... 282 Additional Restructuring ....... . ........ 283 ChallengeMet...................... 284 Summary.. ......... . ....... 285 IX. SUMMARY, CONCLUSIONS, AND IMPLICATIONS . . . 286 Introduction ........ . ................ 2 86 Summary............... ..... 286 TheAssociation..................... 286 PurposeoftheResearch 287 Procedure ..... 288 Analysis.......................... 291 CruciallssueI.................... 291 CrucialIssueII.................... 293 Crucial Issue 111 . . . ........ . . . . . . . . 296 CrucialIssueIV.................... 298 CrucialIssueV.................... 300 CruciallssueVI.................... 303 Conclusions......................... 304 .‘pOb. . a “-5-.- "If 4h . I ‘ ' A... m~..qq.'_'. - u... n...» J.-.. ._ Chapter _ Page Implications ..... . ................ . . . 309 Commentary ..... . ............... . . . . 311 APPENDIX ........... . ............ . ........ 313 BIBLIOGRAPHY ............ . . . . ............. 331 xi Figure 1 o 2. LIST OF FIGURES Benefit Association's Financial Report Vehicle Workers' Club Financial Report xii Chapter I THE PROBLEM Introduction The Industrial Mutual Association (IMA) is a unique employee- benefit organization which has provided the Greater Flint Area with many services and facilities since 1901. Its efforts have focused on educa- tional, social and charitable ventures. From its inCeption it has grown into a prosperous many-faceted institution that is a credit to the com— munity. Its uniqueness centers around its abilitylu to provide its membership--all the employees of the approximately twenty companies that belong to the Manufacturers' Association of Flint--a wide variety of benefits, along with community-wide contributions and services, which depend primarily on four factors: 1. Granting of in-plant stores, vending and food- service concessions by the member companies of the Manufacturers' Association of Flint (as they have done since 1917) 2. Patronage of such concessions by the membership of the Industrial Mutual Association, the employees of the member companies 1"A Look at the Industrial Mutual Association, " July, 19 69 (Flint: unpublished, 1969), p. 1. Cited hereafter as IMA. 3. Guidance of the Industrial Mutual Association by its unpaid Board of Trustees, by which the corporate purposes of this employee benefit organization are channeled in the most effective ways to produce charitable, educational, and recreational benefits to the membership--often through contributions and services to the community which is made up in large part of that membership and their families 4. Acceptance, by governmental units, of the non- profit employee association, charitable, educa- tional, and recreational nature of the IMA-~and its related income sources--as exempt both from federal income tax and most local prOperty tax. During the time from 1901 until the present, the IMA and its predecessors have cooperated with other agencies in the city such as governmental units, the Charles Stewart Mott Foundation, the College and Cultural Committee of Sponsors, and the General Motors Institute, to make what could otherwise be a drab industrial city a dynamic and interesting place to live. The IMA played an important early role in contributing social services to the Flint Community and is still contributing, but in a different and less visible manner. Its involvements in providing recrea- tional facilities and activities are legion. just as important, but less well known, is its impact in the area of continuing education. As a formally organized mutual-benefit association, the IMA has been able to adapt to the changing social milieu in such a way as to remain viable through the years and worthy of a study to record its history and to analyze how it has been able to change with the times. The community background against which the IMA emerged and developed involved interesting and unusual attributes of exceptional relevance to the evolutionary process of this Association. NEED FOR THE STUDY Voluntary associations in the United States contribute greatly to the life-style of its citizens. Often, when taken individually, these associations seem almost insignificant in relationship to the immensity of our society as a whole. However, when one considers that in the United States there are thousands of voluntary associations, their combined impact represents an extremely strong force acting upon our pluralistically devised form of government that allows and encourages diverse thought. A segment of this impact is the result of the contin- uing education movement which has helped to shape the destiny of the United States. Thus it is that this strong and rather incohesive force, pluralism, constitutes this country's most powerful ally in maintaining a democratic, constitutional form of government. With the continuing financial and social plight of our cities, and the growing appeal for governmental programs and revenue sharing, it behooves us as citizens to see what contributions organizations can make when local monies, that are properly secured and directed, are allowed to remain local. Furthermore with the myriad of voluntary associations in this country, it would seem that they conceivably could have monumental impact and give tremendous impetus toward a revital- ... -I‘Ar‘ . . -. .-. u.. so- . "" w--O.- .—r U]... _..- ‘Ivvv. an (I! I" v ization of our urban centers by providing not only needed facilities , but more importantly, life-long educational opportunities for all people. Perhaps the plight of our cities partly reflects a loss of verve in the many voluntary associations which historically have Contributed to the greatness of America in contrast with other nations. Thus, this rather uncommon bond--voluntary associations—-found running through- out the history Of the United States, must be kept meaningful. To remain of consequence associations must be able to act positively in the throes of adversity whether the adversity comes at them from external or internal sources , or both. If they can adapt to such pres- sures and maintain their raison d'etre, they usually will continue as a a viable community force. PURPOSE OF THE STUDY The purpose of this study is to understand how one such organization, the Industrial Mutual Association, of Flint, Michigan, has been able to act and react to crucial issues through the years, in such a way as to remain viable, by adapting itself to the social milieu so as to continue as a major force in contributing to the well-being and ordering of community life by providing educational, recreational and other social services to its members. Simultaneously this study will serve as a basis for additional research concerning associations and provide an accurate public record. t A D a. own .0. - "on . :n a -""‘ 'uu I I Q “h. o, H. I 5.‘ ‘c n. n ‘ t.|_.‘.?l . 5“: . I I . '- SIGNIFICANCE OF THE:STUDY This research should result in a better understanding of how one formally-organized, mutual-benefit association evolved into a many-faceted institution that contributes to the well-being of the highly industrialized city of Flint, Michigan, by providing educational, recrea- tional, and social services to its members, ultimately bettering the community-at-large. Such basic understanding and insights should promote the following: (1) enable organizations to perceive how they can remain viable by facing up to, adjusting to, and acting upon crucial issues with which they are confronted; (2) enable the public to have an accurate historical record of the Industrial Mutual Association (IMA); (3) provide others with sound base data for research on formal organiza- tions; (4) provide others with sound base data for further research on the Industrial Mutual Association and/or its related impact on Flint, Michigan; (5) provide further material to the growing literature con- cerning organizations involving workers. PROCEDURE To determine how the IMA has been able to adapt to the changing times and also to provide an accurate historical record of the Association, answers to the following questions were sought: 1. What factors led to the formation of the IMA? 2. What are the basic tenets of the IMA's philosophy? t.) — .4 " "Q 1'. - ... ,. .. .. .. . I... h. h. .. " O .. F . 1N... ‘.. K K 0 '~. - in“ 3‘ n a... ......‘. '~:' In. F» 5. --._ 1.. \" ~ :.'A'~‘ ‘ t .' 'Vnr . 3. What factors determine the educational, recreational, and social services that the IMA sponsors? 4. What are the crucial issues that have confronted the IMA during its evolutionary process ? 5. What did the IMA do about issues? 6. What effect has confronting these issues had on the viability Of the IMA? Data to answer these questions and prepare the dissertation were garnered basically from the official records of the IMA which are housed in the offices of the IMA and/or the Manufacturers' Association of Flint. These consist of such primary sources of information as official minutes , letters, memoranda, special reports, photographs, personal observation and participation. The validity of secondary sources such as house organs (IMA Factory Magazines and Newsletters), books, scrapbooks, news- paper accounts and personal interviews has been checked against the primary sources. Historical accuracy was validated further by the unofficial but generally recognized historian of Flint and Genesee County, Clarence H. Young. Disappointingly, it should be noted that there was an inter- ruption in the primary source of data for the Flint Vehicle Factory Mutual Benefit Association (FVFMBA) from December 6, 1910, until the time of amalgamation in 1922. The official minutes seem to be lost. Otherwise 4-1 primary and secondary data were available from the year 1901 until 1972. In instances where both types of data were at hand, they were cross- Checked to determine whether they were in agreement with each other. If so, the primary source was designated as the official reference piece. The study is designed to reveal the evolution of an organization. OVERVIEW OF THE THESIS In Chapter I the problem under study is presented along with statements concerning the need, purpose and significance of the research. In Chapter II the literature relative to voluntary associations and formal organizations is reviewed. In Chapter III the Flint Vehicle Factory Mutual Benefit Associa- tion (FVFMBA) from 1901 to 1922 is described. In Chapter IV the Industrial Fellowship League (IFL) from 1915 to 1922 is recorded. In Chapter V the formation and early years of the Industrial Mutual Association (IMA) from 1922 to 1932 are recorded. In Chapter VI the Industrial Mutual Association (IMA) during the depression years and the early union years from 1932 to 1942 is reviewed. In Chapter VII the Industrial Mutual Association (IMA) during the war years and the placid aftermath from 1942 to 1960 is reviewed. In Chapter VIII the Industrial Mutual Association (IMA) during the stormy but exciting years from 1960 to 1972 is described. In Chapter IX the findings, conclusions and implications for future research are described. I“ .‘- In" .- . M| - a ‘. .I \ A n -- I‘ \ 'u . T“ A. - . fin. ‘I... ' _ _ . 'o-._‘ . s.“ m. 2:“ A ’ A V... T. ‘2 A; ‘u‘ V. v”. Chapter II REVIEW OF SELECTED LITERATURE Introduction This chapter represents a composite of thoughts gleaned from a selected review of literature which primarily focused on organiza- tional structure. In this perusal of literature most of the ideas are taken from materials on voluntary associations and formal organizations. However, these ideas have led to other areas of explorations in the fields of political parties, social structures, leadership strategies, and unionism. This chapter is arranged in two main sections: 1) Formal Organizations; 2) Voluntary Associations. By using such a selective procedure of reviewing the literature, it was possible to gain a clearer insight into what the IMA represents in terms of its structure and its membership. FORMAL ORGANIZATIONS An organization is a system of consciously coordinated activities or forces of two or more persons explicitly created to achieve , nelv -"" ... p A up - i -v- Ono-U» .u-.----I v- » - . a «.v‘ll-Al.‘ '- “t- n 0 ~- '5' . n . ' *3 -. s "' -...,. .. u" "‘VAor — —.., dvv- ‘.,_ A. ‘r... o ‘- A . .I S -»J V '5. .6 0| . q’tv. u “v V. - . :‘ V ._ ‘,- “ ~ ‘1 u . _. n ". I ‘- .' . l 1 ~ ‘- v/ ‘Q' (I, 10 specific ends.1 Generally it represents an arrangement of parts into a whole in such a way that the parts work together to accomplish the established purposes.‘2 Formal organizations exist as one of the systems of legitimate social control, and as such have been studied extensively by many social scientists. Implicit in such a structure is a division of labor which, as it grows in complexity, needs more and more coordination, and tends to result in the development of more expertise on the professional or managerial level. Organizations can be classified in many ways. Commonly they are classified according to size, purpose, membership, production, service or whether private or public associations. However, Blau and Scott devised another method of classifying formal organizations by basing the classification upon who benefits, or "cui bono."3 Using this method, these authors identified four categories of persons in relation to any formal organization: (1) the members; (2) the owners or managers; (3) the clients; (4) the public-at-large. From these categories it must be decided who is the prime beneficiary of the organization. Using the "cui gm" criterion, four kinds of organizations can be identified: (1) mutual-benefit associations, the membership being the prime 1Peter M. Blau and W. Richard Scott, Formal Organizations (San Francisco: Chandler Publishing Co. , 1962), p. 27. 2Anthony Downs, Inside Bureaucracy (Boston: Little, Brown & Co. , 1967), p. 24. 3Blau and Scott, op. cit. , p. 43. 'lx' i ,.I “3"" v , "we”. ‘1 . 7-; -, 1, .. ....‘ d» - ,...4'(. . 4 .a--' _,,,, ., I . ., _.4‘ ~ 0 9-: ¢.-‘ ""‘~q- .0 . ""“' A. "‘-~..._ - ... ' E On. . _-.,.' ’ ‘ U. N‘ ‘ he. ‘H C. L I In. “‘nzh: ‘ Ho . ..__ ‘ ".2 A. - - *-._ “r--‘ ‘. a x.‘ a ’. A " -‘a' u. . __ I ‘u ~ .: 'I-__ ". —" g ~sn\ ~ I \.. ‘. . a Inc“! v x . .~‘ .V ‘l“. 11 beneficiary; (2) business concerns, the owners being the prime bene- ficiary; (3) service organizations, the Client group being the prime beneficiary; (4) commonweal organizations, the public-at-large primarily benefiting. The crucial problem in a voluntary association is not in identifying it as to the type of formal organization that it represents, but in maintaining the internal democratic process and control by its members. In most formal organizations apathy and oligarchy tend to take over. As the organization matures and as purposes and structures stabilize, members become apathetic and the organization moves away from the ideal which existed at the time of origin, for as the early organizational struggle for existence goes on, the zealous members bring in new members who have less zeal. As this process evolves, the members tend to leave the operation of the organization in the hands of a few persons and/or a hired staff. Barber indicates two reasons for apathy within an organization:1 1.. In our society, a strong cultural value defines these [voluntary] associations as being of less importance than family and job obligations. 2. The existence of formal structures makes it possible for a minority to achieve goals of the association with the majority of the members participating little or not at all. In essence such studies of participation and apathy in formal lBernard Barber, Studies in Leadership (New York: Harper & Bros. , 1950) pp. 486 48.7 at“? ‘ . I ‘ “ . . .. ‘,..o¢v0‘v V..- a 'F; _‘,. u. Au‘ - .n- u o.,.. - u .. ~......._ -.. h a s v.. o v. w. I. . ¢I .. o u u. __ ‘~-. —- -._ a .u.‘ ‘0 ' 'p- ‘v; n. ‘- .7 ‘ ‘~. -‘< .n_ I H'A 1". I.I-‘ . .‘-‘ C". - -. . .- . "d u o ‘ u 4' V 4‘ u I h- a V 12 associations show that the internal democratic process is often sacri- ficed in the interest of promoting more efficient and effective accom- plishment of an organization's goals while it is moving increasingly toward centralization and hierarchical development. This is what 1 This tendency is reen— Michels terms the " iron law of oligarchy. " forced further by what Michels observes as the desire of ambitious leaders to retain and expand their power. Gouldner, however, counters the dangers implied by Michels' "iron law of oligarchy" with the idea "that no superordinate group can long flaunt the will of those it would control."2 This helps to explain why the egalitarian ideology is often sacrificed for a more pragmatic and efficient means of achieving the goals of the membership. Thus members often abdicate to a small group or board and usually a paid staff, for the sake of expediency, their voice in the immediate control of the organization. Such a staff develops the expertise essential to the attainment of the established goals, which results in both the perpet- uation of the staff, itself, and in a more effective organization. This type of reasoning is reenforced by these experts who say that organizations are formed in part because they are more capable of making rational decisions than are individuals. With their divisions of labor and accompanying expertise, organizations can make objective, 1Robert Michels, Political Parties (New York: The Free Press, 1962), p. 342. 2Blau and Scott, op. cit. , p. 46. l3 impersonal decisions based on objective facts rather than on subjec- tive value premises.l Formation of an organization is one thing; its survival, another. A study, conducted by Levine and White in 1961, substan— tiates the fact that any organization must establish a domain. Such domains consist of "claims" which an organization stakes out for itself. However, the establishment of domain cannot be done arbitrarily or uni- laterally, for if the domain is to be operational, it must be recognized by those who provide the necessary support of the organization.2 If the support exists it indicates that a positive relationship exists between the organization and what Dill described as the "task environment"--— those parts of the environment which are relevant to goal-setting and goal-attainment. 3 In essence this means that the relationship between an organization and its "task environment" is essentially one of exchange, and unless the organization is judged by those in contact with it as offering something desirable, it will not receive the tolerance or inputs essential for survival. 1Max Weber, Essays in Sociology, trans. and ed. by H. H. Gerth and C. Wright Mills (New York: Oxford University Press , 1946), pp. 196-204. 2Wm. R. Dill, "Environment as an Influence on Managerial Autonomy," Administrative Science Quarterly, Vol. 11, March, 1958, Pp. 409-443, as quoted by Iames D. Thompson, Organizations in Action (New York: McGraw-Hill, 1967), p. 26. 31bid., p. 28. p p a. _” ...~¢ - "in... n..«.. I ' . Ow ' ’ u ~IV‘ - i -. “v- . 3. '1. n .. .. .‘; H- w... ,h ’ ‘qu _ v ‘. ‘~‘ -4» .._ ~ 9:..‘, 1., k v.... ‘1- -‘ 'l‘- - 1, . -.o. ‘I . - ‘ | . .- I I u 1 1‘ v . u s . l . ‘\ ‘u . fii . l— 14 Thus it is that parameters for an organization are established which define a set of expectations both for members and for others who interact with it. In turn this "organizational—set" produces the image of the organization's role, not only to members, but to the larger society with which it is related. However, domains are never static, for the attainment of a viable domain is political and by so being is never completely stable.1 It is not uncommon for an organization to enter into the world beyond its present "task environment" when a situation so dictates. Some- times this change is the result Of such factors as these:2 1) Organizations faced with too many constraints and unable to gain enough power in their current "task environment" to achieve their goals will seek to enlarge their task environments. 2) Organizations with capacity in excess of what the "task environment" supports seek to enlarge their domains. 3) Organizations with excess capacity often redesign themselves through diversification which expands their products or services and enlarges their domains . Irma, p. 36. 21bid., p. 37. I ......' x h" 'OVII I ‘~-- nu; ,.. "'-~- .~-‘ _‘ In. ' '1-4v .V‘ a a IOA' _ I....._'.l ' -\n— ~ "1.. unu. :0...',_ I|,l“‘ ’ u,_ I ,. ‘ , \'l I A ‘-_A. u.» .- _ '¢_g- )- " -. ., q.‘~, “-.‘.:_. a c '5 Ah I.‘ ' lp A._ .‘r_ 0 .a. I “ ~ '- “‘i \.; I V'- 9 “' fl \ “-. l. ”‘D ‘0 15 4) Organizations that have successfully and conclu- sively accomplished their original purposes of being, often diversify later in order to stay in existence. In observing how an organization gains support for itself, Thompson identifies a factor that is sometimes overlooked and probably often underrated--prestige.1 It is his belief that an organization com- peting for support in a community should capitalize on prestige, for it represents the "cheapest" way of acquiring power. To the extent that an "environmental element" gains prestige by interacting with an organization, that organization has gained not only support, but a measure of power over that element without making any commitments or yielding any power. And to the extent that an organization and its products are well-regarded, it may more easily attract personnel, influ- ence legislation, wield informal power in the community and ensure an adequate number of clients, customers, donors , or investors. For purposes of studying organizations, Gouldner described two models: rational and natural. 2 To these Thompson added the idea of "closed-system strategy" in observing the rational model and the idea of "open-system strategy" in looking at the natural-systems model. In the "closed-system strategy" of the rational model, the existing state of the organization must be known and the variables lIbid.. p. 33. 21b1d.. p. 6. . , - oA'AA . - ~Dh'DI' 0d: w - 3. .IO‘A. .n-I.;.-¢-a. "- ‘5‘“... -... .,. . . . . . . ""‘ ‘Ililngu- "va-n, .- u “I. "'--~»., '- ,'- ‘:uo ,_ "n. H 16 acting upon that organization must be completely understood so that they can be controlled. This type of system represents closure-—that is the outside forces (variables) acting upon the organization are predictable and function to the extent that they exert a positive influence on the organization and help it function optimally. However nice Closure would be, it seldom exists. Organiza- tions abound in the uncertainty of the open-system with its many incomprehensible variables which it can neither control nor predict effectively. Thus the open-system model treats the complex organiza- tion as a formal organization represented by an arrangement of inter- dependent parts which together make up a whole with each part contrib- uting and receiving something from the whole, which in turn is inter- dependent with some larger environment.1 This relationship among Darts becomes spontaneous, and helps to keep the organization viable despite the many uncertainties it faces. 2 A more recent school of thought focuses on organizational methods of working with the environment by developing means for " Searching, learning, and deciding" which of the many known alterna- tive solutions to a problem should be pursued. Of course all possibili - ties cannot be explored, but many choices will be made available as the re'Sult of the expertise found within most established formal organiza- \ 11mg” pp. 8-12. 2Ibid.. pp. 6-7. .. . .. -v .u v-u.._.’ '--. n... ”u -o. . vi —. u.., a... an. I." - e — a . ‘I-o. . ‘ - u, . u....,.‘. ., ‘9‘; ' W‘- ‘1‘ a . mg.“ I. .‘..'I0 0“ _ .- w. . - ‘- .v i .. .._ . ,. . v. .— v. b. v.. | . l7 tions. Through this process which devises alternatives, the organization can establish limits of what is referred to as ”bounded rationality. " In this way the tenets of the "Open-system strategy" and the "Closed- system strategy" are both respected as much as possible while a prag- matic approach is deveIOped or as Thompson concluded1-- We will conceive of the complex organization as open systems, hence indeterminate and faced with uncertainties, but at the same time as subject to criteria of rationality and hence needing deter- minates and certainty. To see Thompson's models in an operative sense, one must identify the three hierarchical levels which exist within a formal Organization:2 1) technical, 2) managerial, 3) institutional. Inasmuch as there is a clear-cut differentiation in the hierarchy among the three levels, the phenomena discussed under the open and closed systems can be observed. At the technical level the performance is the thing; thus rationality through closure is logical. On the other hand at the institu- tional level where goals are established, organizations are subject to Unpredictable environmental influences; thus the open-system becomes the most appropriate. This leaves the managerial level to mediate between the technical and institutional phases of the organization, for 1Ibid. , p. 54. 2Talcott Parsons, Structure & Process in Modern Societies (Glencoe, Illinois: The Free Press, 1960), pp. 16-96. . '9‘- ‘0 ..a-v-. ;. on - n" _' rMO'vl IV - ons. .‘..p. I I ..u as). v. - r. .'... a I Y ‘4'. In . a... 18 the purpose of integrating the two systems as effectively as possible in order to attain maximum results. With this general background concerning the nature of formal organizations , emphasis will now be given to that form of organization more closely aligned with the organization under study--the IMA. This phase of the literature review will focus on voluntary associations. VOLUNTARY ASSOCIATIONS A voluntary association is a specialized, formally organized group in which membership is based on a deliberate choice and from Which its members may resign.1 It is generally agreed that most associations originate to maintain established attitudes and social values which are often threatened as the result of some disturbance of the equilibrium of the life with which the group has been formally associated. These sources of disturbance are identified as (1) natural Causes, (2) intervention of other social authority, or (3) a combination 2 0f the two. Harris states: It is in and through free association for the pursuit of truth that the common good of society is both made known and secured. These privately organized societies are essential agencies of the general will. 1George A. Theodorson and Achilles G. Theodorson, A Modern Dictionary of Sociology (New York: Thomas Y. Crowell COmpany, 1969), p. 18. 2H. S. Harris, "Voluntary Association as a Rational Ideal. " Veluntar Associ tions Yearbook ed. by I. Roland Pennock and I01m W. Chapman, (New York: Atherton Press, 1969), p. 46. '\ ”N... 'v v.. n \Q U.. .n h- u .I .~‘ 0 ' O \- ‘.‘ l9 Bosanquet explained general will in this manner:1 To say that certain persons have common interests means that in this or that respect their minds are similarly or correlatively organized, that they will react in the same or correlative ways upon given presentations. It is this identity of mental organ- izations which is the psychological justification for the doctrine of general will. Rousseau felt that voluntary associations helped individuals to live in accordance with nature, that is, to help fulfill basic human needs as contrasted to mere wants.2 Furthermore he felt they were desirable if they made good citizens and prepared man to live under the authority of the "social contract and general will. " He also recom- mended formation of associations for the amusement and recreation of their patrons. St. Augustine, in defining a political organization, put forth a workable definition of a voluntary association. He saw the organization as "a group of rational beings, associated on the basis of a common tie in respect to those things which they love. "3 Thus, it is not surprising to see Chapman refer to voluntary associations as the "hallmark of Western Civilization, " for as newer \ 1Bernard Bosanquet, Psychology of the Moral Self (London: Macmillan, 1897), p. 43. 2Maure L. Goldschmidt, "Rousseau on Intermediate Associa- tions," Voluntary Associatgms Yearbook, ed. by I. Roland Pennock and IC31‘inW. Chapman, (New York: Atherton Press, 1969), p. 123. 3Iohn w. Chapman, "The Political Theory of Pluralism, " L’Oluntary Associations Yearbook, ed. by I. Roland Pennock and Iohn W. Chapman, (New York: Atherton Press, 1969), p. 123. . n- . r ._ 4v .n punt - -~ -. n... u... _. .- "“ Iv b- 'hlh -,' v P! A. O. \ '- \ I-. V . 'n 20 nations developed in the West, such freedom of choice, which is implicit in the name voluntary association, often became the major force behind the effort of settlement. Furthermore the United States became the best example of how the freedom of association can create a vast multitude of associations. Thus the integration Of our society may be said to be largely by means of voluntary associations.1 Alexis de 'Tocqueville, one of the earliest and most distin— guished chroniclers of democracy in America, made this observation:2 Americans of all ages, all conditions, and all dispositions, constantly form associations. They have not only commercial and manufacturing companies, in which all take part, but associations of a thousand other kinds, religious, moral, serious, futile, general or restricted, enormous or diminutive. The Americans make associations to give entertainments, to found seminaries, to build inns, to construct churches, to diffuse books, to send missionaries to the antipodes; and in this manner they found hospitals, prisons and schools. If it be proposed to inculcate some truth, or to foster some feeling by the encouragement of a great example, they form a society. Wherever at the head of some new undertaking , you see the government in France, or a man of rank in England, in the United States, you will be sure to find an association. Governments, therefore, should not be the only active powers; associations ought, in democratic nations, to stand in lieu of these powerful private individuals whom the equality of conditions has swept away. The reason for this concentration of voluntary associations in the United States and in western society in general is a belief that \ llbid., p. 87 2Alexis de 'Tocqueville, quoted by Phillips Bradley (editor), Regiocracy in America (New York: Alfred A. Knopf, 1963), Vol. II, p~108. .u a.; 10‘ .‘n 'HI“' .0 . . . “onus u r- .3... .. l l .. .~..o... \— ~ ‘5 v.5. - , a . ."'Iv~. \“ 41...”.‘h n. . u n r ~ I ‘ a. u N ' 'vu .. ‘I u... s- 'l.i...._ 2;- n - v '-. 2'“. ‘5‘... . I.“ I -.‘. o. V. . a... . 39.. I.-- . v a 1‘... - 'gl'I-' v.. . In ~~A I. h a I .~ ‘ n \ .mez'g in”: \ r I. , ' A - 21 individuality does not constitute a threat, but provides a ”resilient rationality" to the politics of a society that offers its members the satisfaction of both competitive and cooperative achievement and helps to stabilize their common conception of justice.1 Thus associations aim to separate moral and economic progress from political instability. The health of our society is maintained by a system of institu- tions which in effect give voice to the many viewpoints of their constit- uents. These viewpoints lead to a continual revision of social policy inasmuch as society is not static, but conceived dynamically as a form of "continual growth and extension of government by consent." In essence this describes the workings of a pluralistic society which is basic to democracy. Therefore, it is not surprising in light of the many voluntary associations in existence in this country, that the United States has been credited with having one of the purest forms of pluralism in exis~ tence, for it operates under this conviction:2 Free individual action, or action controlled by inner authority, leads to a harmonious social and political world which forms an important condition of modern democracy. This means that constitutionalism, the idea that all powers of compul- \ 1Iohn W. Chapman, "The Political Theory of Pluralism , " VOlunt Associations Yearbook, ed. by I. Roland Pennock and Iohn W. Chapman, (New York: Atherton Press, 1969), p. 91. 2Ibid. , p. 98. 2 a . a ”in... : .‘hr-n _ 'f‘do. u... o. , a .' "~ugo.‘.. ‘- .4 ‘H‘ o . ~‘6lh t -. 22 sion over men's wills and lives are created by social organizations, Should be responsibly exercised. Furthermore judgment on the legitimacy of the means and ends in using such power should not rest solely with the immediate holders of the power. Pluralism generally leads to a broad-based, decentralized democratic form of government which is the antithesis of totalitarianism. Therefore voluntary associations are often valued as a major barrier to totalitarianism. The reasoning supporting this belief centers on the difficulty encountered in overcoming such vast numbers of diverse interest groups. Furthermore, these groups are providing the qualities Of life sought by man anyway. Inasmuch as these associations have contributed fellowship and meaning for both life and work, and have contributed to the ordering of community life in a country of vastness and diversity, this anti-totalitarian function may be truly so performed. Observing how voluntary associations function is an interesting process. Fuller concludes there are two principles which precipitate human associations:1 1) shared commitment; 2) legalistic tenet. Under the principle of shared commitment, associations are formed to achieve some pre-stated objective which gives their members a sense of belonging and a "quality of purposive energies. " The legal- istic principle on the other hand allows associations to function by formal rules and entitlements. ¥ 1Lon L. Fuller, "Two Principles of Human Association," Voluntary Association YearbookI ed. by I. Roland Pennock and Iohn W. Chapman (New York: Atherton Press, 1969), p. 10. "ti-gilt. M...- . ‘05. . N 0-.. .- -. a-J. W." _ .- ‘ '.11‘ j .I\ 23 All forms of human associations involve, at least in part, both principles. Even though many human associations are founded on the basis of a shared commitment, they tend to evolve toward the legal principle, and as they do, the focus on the shared commitment begins to fade and any attempt to bring it back into focus tends to "stir anxieties and meet with strong resistance. " Fuller posted "eight laws" governing the interrelations of the two principles of human association:1 1. In nearly all human associations both principles are in some degree present. 2. In a given case either principle may be tacitly operative or may emerge as an object of explicit and conscious concern. 3. In an association that is first brought into being , the principle of shared commitment will tend to be explicit and dominant even though the association from the outset adopts, or has , internal structure. 4. To the extent that an association is seen by its members as being held together by the principle of shared commitment, it will be hostile toward internal groups dominated by the same principle. 5. As an association moves increasingly toward a situation in which it is dominated by the legal lIbid., pp. 12-14. 24 principle, it reaches a stage in which it not only can safely tolerate, but increasingly needs internal groupings that are themselves sustained by the principle of shared commitment . 6. In the normal course of its development an associa- tion tends to move toward dominance by the legal principle. 7. Once underway the development toward dominance by the legal principle feeds on itself and becomes accelerative . 8. The conditions of modern institutional life tend strongly to break down the distinction between the law of the political state and the internal law of associations . Fuller also points out some other interesting aspects of associations. For instance it is not surprising or uncommon for an organization, which was formed explicitly to achieve one purpose, to find that purpose unattainable so that some other end, " not merely smaller in compass, but actually different in nature, must be substi— tuted. " Another aspect may be that the end desired is attainable, but Would necessitate some "unwelcome reordering of the internal relations Of the group seeking to achieve it. " Last, the association, though formed to accomplish a certain purpose, may find its strength of shared Commitment not in the end itself, but in a "belief of the efficacy -. ,..., a . .a....... .-....., .n. .._. ' "- Ar . - _ ‘ hc~ , a. n‘- mi... . 1:. ' u ‘ -3 ~ In-n. \ ¢ - v. o " -b .. ~v.. I ' v1 ‘ .. . ‘O 5v F -..‘ D . A: -‘-~ " ‘3. "\ 'v. u n u 5‘.‘ A} ‘c'i F. u” a. . _. s. . Z ‘S A ~. ~: "~ vv‘“ ‘. . ~-~ .n. ‘ I L- ‘3 25 of the means pursued. " Harris in discussing the importance of voluntary associations points out that any society has a "totally inclusive interest", such as maintaining itself, which every member of that society needs to share. However no one needs to feel a part of any group unless he chooses membership. The group(s) a person chooses will often be determined by the certain primary and social affiliations into which he is born. However one reason why pluralism in the United States is so successful centers around the fact that it is "comparatively unalloyed by complica- tions of class and inherited status, except those derived from racial differences. "2 Thus, with this advantage, voluntary associations came iIlto existence as the result of individuals reacting to some disturbance in the established equilibrium of their society. However, there is a tendency for such associations to want to " draw on the public purse" and come into working partnership with government; thus as they become successful in their effort to acquire funds and legislation on their behalf, they lose their private character and become public agencies. This is the prOcess that Harris had in mind when he discussed how private associations, in seeking govern- 1H. S. Harris, "Voluntary Association as a Rational Ideal, " Voluntary Assgciation Yearbook, ed. by I. Roland Pennock and Iohn W. Chapman (New York: Atherton Press, 1969), p. 10. 2Iohn W. Chapman, "The Political Theory of Pluralism . " \Voluntagy Association Yeagbook, ed. by I. Roland Pennock and Iohn W. Chapman (New York: Atherton Press, 1969), p. 98. .r b. ,.. . - i... . n... . to... ‘1. "" «to u ._ ‘. . ._ ‘ ...__ u . .._ ._ o “W... 0' — ‘V .‘lrb‘ u no,,_.. ~ .- u‘ .1“ ‘ . ‘ I s. to a... u u“.“‘. 'v I- ~._~ uu'. ‘ ~l - A. ‘t '- \ O o’. H '. "v \ - .v: o I . n I F 26 mental consent, come to be a part of public authority. This often continues until the public authority becomes so diffused that no sharp distinction between the government and the governed exists. Kariel in his discussion on voluntary associations argues against closed associations feeling there is nothing intrinsically good about commitment.2 Therefore he reasons that an open heterogeneous organization is superior to the closed homogeneous association, that the multi-interest group is superior to the single-interest group, and Ultimately the individual who has succeeded in integrating a variety of rOles is superior over the one who has become the "final embodiment" of but one role. Kariel further suggests that more benefits would be derived from "a morally neutral multi—interest state composed of multi— irlterest groups which in turn are composed of multi-interest individuals". Thus, any commitment would not be for shared purposes, but for bringing Conflicting purposes first into public view, and second into harmony. He concludes his rationale by stating that tension is preferable to the triumph of any competing good. 1Willard Hurst, "Constitutional Ideals and Private Associa- tions." Voluntary Association Yearbook, ed. by I. Roland Pennock and John W. Chapman (New York: Atherton Press, 1969), p. 10. 2Henry S. Kariel, "Transcending Privacy , " Voluntary Associ- $on Yearbook, ed. by I. Roland Pennock and Iohn W. Chapman (New York: Atherton Press, 1969), p. 39. .p._ . .o..-‘ “u---.. .- r "‘ I V D . ~ ‘ H o... ,‘ . A I I :‘t‘j-o‘, «J I.‘Ob.: .‘ 9?".4 I w... u_".~ ~,. 1.. . 4.. ,0 27 Boonin in discussing voluntary associations took a different tack. 1 He asked the fundamental question: What is the nature of society and man's relation to it? He indicated that there are two fundamental models: 1. Atomistic which says society is a collection of individuals who have discrete and independent existences with intrinsic values of their own . 2. Organic—holistic which states that individuals are mere parts. Under the first model, rights and duties arise only out of consent and are limited by rational self-interest, whereas the second position says Society is what is real, and its members are real only in relation to the Whole. Boonin in an attempt to integrate the two positions established a third model: 2 3. Persons-in—Relation which postulates that neither society nor the individual is real except as indi- viduals are in relation to each other. The first model (atomistic) defines a voluntary association as One in which the participating members freely consent to the establish- ment and continuation of their relationship. The second model y lLeonard G. Boonin, "Man and Society: An Examination of Three Models , " VoluntarLAssociation Yearbook, ed. by I. Roland pennock and Iohn W. Chapman (New York: Atherton Press, 1969), pp. 70-75. 21bid.. p. 79. 4.... - .. vunvuo . ~.-.. _ . ---v... 5., _ n... i, - . .n_ ' .. a .. -. ..‘ _ u. s _ >.,_ n r ~.. ‘r a... -_ .. .- .‘ -.'- ._ '- '.| \_'. ‘~ \ In”.A h“ H. ‘- ‘¢ ‘« AI ‘ » . x. I“ 7‘ k‘. I 1 l,- ‘5 o ‘. I h‘ A ~ u 'I ' o n 'b . _ . H‘ ‘_ - 28 (organic) constructs a voluntary association which is determined by forces beyond the individuals who compose it. However the "Persons-in-Relation" model conceptualizes the voluntary association differently. It measures voluntariness of an association in terms of self—imposed rules, not in terms of goals or ends which fulfill the nature of man, but in terms of the kind of feelings which promote and sustain its existence. This model sees a voluntary association based on "positive" feelings in which the members genuinely enjoy relating to each other, and derive satisfaction and pleasure from this relationship. Chapman in his inspection of the relationship of associations to the democratic process finds that the major threat to democracy does not lie in the existence of the many true voluntary associations , but in the "compulsory-voluntary" ones which upon thorough inspection represent a conspiracy to abolish the right of association.1 He further concludes that the "freedom of association must include the freedom not to associate. " In essence he is stating that totalitarians attempt to prohibit or falsify the meaning of voluntary associations. However with the great number of associations which provide so much fellowship and meaning to life and work while giving order to national unity, totalitarianism 1Iohn W. Chapman, "The Political Theory of Pluralism, " Voluntary Association Yearbook, ed. by I. Roland Pennock and Iohn W. Chapman (New York: Atherton Press, 1969), p. 101. _.~.~ .... ..._ a.., ~.. ....7 I ..J<‘ r. l V P. Vflpdli 29 stands little chance of succeeding if the associations manage an "egalitarian redistribution" of wealth and power to presently disorga- nized or disadvantaged groups. A negative aspect of voluntary associations is uncovered when one observes individuals who attempt to hide their personal actions under the guise of group action. It is relatively easy for a person to discount his individual accountability, but this attitude should not be tolerated, for each member must know, care about, and accept his responsibility for the action of his association. By accepting this responsibility as individuals, persons can come to realizelu . their distinctly human potential for social action, for altering situations, and even creating new social phenomena and thus entering into an ethical relation- ship with all other humans whom their activities have affected. As we move toward a mass society where the individual has lost much of his significance in relation to the society as a whole, most persons are forced to derive importance from being members of a group. Thus it is important that voluntary associations remain truly voluntary so as to "create and maintain a society in which individual autonomy and dignity are respected. "2 If this is not done we find individuals and/or small cliques imposing certain "limited, idiosyncratic, substan- 1William Leon McBride, "An Ideal Model and the 'Democratic' Failure, " Voluntary Association Yearbook, ed. by I. Roland Pennock and Iohn W. Chapman (New York: Atherton Press, 1969). p. 216. 21bid., p. 216. voo" .,-.--~ ~. «5. , ,..o.. » .\-~ I. y . "I. u on cg. a ...- .“. ‘r - < I“ .. a ... _ . 1 ‘ ‘ "'H u. . :---.. ___ u.. ,‘1 ~ v I. "'I-__ un‘ ‘ -... _ .. .x... . .1, ~_ "— ' VI - . s. '- . 1‘ an, _ ‘hl \ n y. 'I .‘ ‘VL‘. I. u.' 30 tive goals" on the organization and, in some cases, of the larger society as they manipulate the membership. Such tactics usually involve the establishment of goals that are labeled as extremely rational. Therefore any deviation can be looked upon as extremely stupid and wrong. Anyone not initially agreeing with the consensus goals is led to believe his choice is shameful and disloyal. Such an organization is described as one of coercion, fiat, and psychological conditioning which sacrifices the ideal of moral responsibility and thus is not really a true voluntary association. However, such organizations , often in an attempt to deceive members and others, call themselves voluntary associations. SUMMARY Formal organizations , of which voluntary associations are one form, exist in all segments of our society. It is obvious that they exist in many sizes and forms, and for a myriad of reasons. Even though they come into existence in one of several basic forms, they immediately begin a process of evolution which can be analyzed and fairly well pre- dicted. Inasmuch as these formal organizations are a primary form of institution prevailing in our society today, understanding their dynamics is essential if one is to have understanding of our industrialized and complex world . As the research is continued throughout this account, special attention is given to the identification of crucial issues which have w-~"" A a ,,,.....-v ,, .. ...0. . .. y...“ 31 confronted the IMA in order to see whether they have, indeed, been major contributors to the IMA's remaining a viable community force throughout the years. Of the various theories and ideas advanced in the review of the literature, the following will be explored: 1. Michels' ”Iron Law of Oligarchy" which contends that power necessarily needs to rest in the hands of a few if organizations are to function effectively. 2. Gouldner's contention that no superordinate group can long flaunt the will of those whom it controls. 3. Fuller's "eight laws" governing the interrelations of the two principles of human association-—shared commitment and legal principle. Thus data are gathered which support or deny these concepts. Conclusions will be derived from these data and will be stated in the final chapter. on u to. .a u o I . I n.... ..~~ L.- Is», ‘v .“ . . - .‘ . . '~ ‘- . . u “u . Chapter III THE FLINT VEHICLE FACTORY MUTUAL BENEFIT ASSOCIATION Introduction This section treats the formation and development of the Flint Vehicle Factory Mutual Benefit Association. It deals with the city, its commerce and its people for the purpose of depicting the setting from which the Industrial Mutual Association eventually emerged. The Flint Vehicle Factory Mutual Benefit Association was the embodiment of a concept and spirit which existed between employees and employers in Flint at the turn of the century. Despite many struggles, setbacks and near disasters, the core of this concept and spirit have been retained . AN ASSOCIATION IS FORMED Workers Gather The Flint Vehicle Factory Benefit Association (FVFMBA) was formed as a mutual benefit association sponsored by employers, but primarily financed through employee contributions . The association came into existence following the suggestion of I. Dallas Dort, that a group of workers meet in Stone's Hall in September, 1901,to organize 32 33 an insurance association among the employees of the Flint factories. Working and living conditions in the city were far from ideal. Hours were long and compensation, though relatively high when com- pared to the rest of the nation at the time , was still meager. Health and safety regulations were minimal. In cases of sickness, injury or death of workers, families received no benefits. Fellow employees would often take up a collection, but this system had a taint of charity which did not sit well with many of the rugged individualists involved; but more importantly, consistent amounts of money could not be counted upon each time misfortune struck. Consequently the meeting resulted in an organization called the Flint Vehicle Factory Mutual Benefit Association. A constitution was written and by-laws were adopted which called for election by the employees of a board of trustees who in turn appointed officers to con— duct the affairs of the association.1 The sponsor of the new association was the Associated Factories of Flint, an organization formed by Dort in 1901 for the purpose of backing the new organization and also to represent the interests of the major manufacturing companies in the city:2 1Flint Vehicle Factory Mutual Benefit Association, Minutes of Meeting of September 24, 1901 (in the files of Manufacturers Associa- tion of Flint, Michigan), p. 8. Cited hereafter as FVFMBA Minutes. 2"The Origin, Development, and Accomplishments of the Industrial Mutual Association: the image of industry in Flint to its employees and the public." (Flint: unpublished, in files of Industrial Mutual Association of Flint, Michigan), pp. 2-3. 34 Diamond Buggy Company Durant-Dort Axle Works Durant-Dort Carriage Company Flint Wagon Works Supreme Wheel Company Victoria Vehicle Company W. A. Paterson Company W. F. Stewart Company Webster Vehicle Company Imperial Wheel Company The owners' interest in the well-being of their employees, for whatever reasons shown, has been of great significance to the IMA as it has evolved through the years. It is generally recognized that Dort was the dominant figure in the community and industrial life of Flint at this time. Thus, Dort's empathy for workers led other industrialists to follow suit and agree to the Associated Factories sponsorship of the FVFMBA. Membership Soars The idea of having such a benefit program was the prime topic of discussion in Flint during these pre-radio days. The workers reacted quickly and within two months‘ time many workers had joined this new voluntary protection plan. December, 1901, found the FVFMBA with 1,161 members or approximately ninety percent of the employees working in the associated plants. The primary function of the FVFMBA was to provide protection for the workers by collecting dues through payroll deductions, and making payments for sickness and accident claims in line with the rules and amounts established by the compensation board. Originally the membership was divided into two categories, but was soon revised to three:1 Weekly Weekly Class Requirements Dues Benefits Funeral AA Average Weekly Wage $12.00 or more 15¢ $9.00 $75.00 A " " " $ 7.00 " ” 10¢ $6.00 $50.00 B " " " less than $7.00 S¢ $3.00 $25.00 Benefit payments were set up for a maximum of thirteen weeks and the elected trustees made final determination as to the eligibility of an employee to receive them. Physicians and nurses were employed to check, treat and take care of the sick and injured. Dr. B. E. Burnell, appointed as the first physician for the Association, was compensated at the rate of forty cents for each examination or visit. The minutes of December 10, 1901, show that Dr. Burnell was paid eighteen dollars for forty-five visits made from November 19th through December 5th. Rules of the Day To prevent fraudulent claims and also to check on the care patients were receiving , the secretary of the Association made weekly visits to the homes, and was paid twelve dollars per week plus a dollar and a half for the use of his horse and buggy to facilitate the performance of his duties. If a case was doubtful, the secretary would 11bido I pp. 3-4. 36 refer it to the regular compensation committee or, if necessary, would employ the physician to examine the claimant. If the person refused examination, his claim against the Association was declared void. Furthermore anyone declared disabled had to be home by 8:00 p.m. in the winter and 9:00 p.m. in the summer, and also had to stay close enough to home so as to be found by the visitation committee or the secretary at any time. Leaving the city without permission jeopardized not only one's benefits, but also his membership.1 Limitations of payments in 1907 read: No benefits shall be paid for any sickness or injury resulting from hernia, lumbago or lame back, straining of the lumbar muscles , sciatic rheumatism, neuritis, venereal diseases, intoxication or violating the law, fighting, scuffling, wrestling or racing. RECREATION INITIATED Scope Expanded The FVFMBA followed the pattern of many associations which are formed for one purpose, but soon consider changing or expanding their functions. In this case the Association decided to expand its function by forming a social club which influenced greatly the impact the FVFMBA had on Flint factory workers in later days. In 1903, it sponsored the first of a series of baseball games between the W. F. Stewart Body Company and the Dort Carriage lMinutes, FVFMBA, December 10, 1901, p. 16. ~ .,p-n» . .4» ,,.~A.- .4 uop«np¢. — n.» "II... ’ - A ~.. 0 o o n ‘~o . . 4 \.‘. u P» *. .- e t. L. 0- '. n n o . u '0 u I_. .. '1'. '1 e . u ~o. 'n . m r. . .‘ ." .‘.u ' . ,‘ n. . u H ' 37 Company. Grounds were rented for three dollars per game. Each win- ning team won a box of " Blue Line" cigars with the final game winner being rewarded with a box of "Iudge Durand" cigars. These games represented the organization's first recreational activity and served as a harbinger of a myriad of others. Later that same summer, the membership voted to take a railroad excursion to Detroit. For many years these excursions became annual affairs of such magnitude that the plants shut down and merchants closed their businesses for the occasion. Formal action concerning the expansion of the functions of the FVFMBA did not take place until after its March 31, 1904, meeting.1 At that time the proposition of starting a club and formalizing it into a separate division was discussed: . . and after listening to talks by all of the trustees present, it was agreed that the scheme would be a good thing for the Association as well as its members, particularly in respect to having a place for employees to meet and become acquainted with each other, to have a social time, and that it would also be educational and elevating to the members. Fred Weiss, President of the FVFMBA, was to meet with I. Dallas Dort concerning this idea and report back at the next regular meeting. If favorable results were obtained, a special meeting of the entire member- ship of the Association would be held. lMinutes, FVFMBA, March 31, 1904, p. 82. 1 .‘x- r-A—azr-M_"v g.‘_.x_ - . a." .._v ‘u. ._ ~ _ . H‘ ‘. ~ -. v . c 'I. 1.- .- - ‘ '-.‘ u ‘ . ‘Q I“. 'u‘ - . .V. u f“ V ‘A .\ -, ‘1‘- ‘ut,‘ . u - h , u 38 The minutes of the next meeting state:1 President Weiss reported he had seen Mr. Dort and there would be a meeting of the manufacturers . . . to complete plans and arrange for starting the club rooms, also that Mr. Paterson had consented to build an addition . . . and rent the rooms for seven hundred dollars per year heated . FINANCES Early Financial Support So it was that a social club was formed, also under the spon- sorship of the Associated Factories, who gave a stock of tobacco and cigars to the club in the hope that the profits would make it self- supporting. 2 The new group became known as the Vehicle Workers' Club. There were two separate sets of dues, one for the Club and one for the Benefit Association; however, a person was required to belong to the latter organization to be eligible to join the Club. Dues for the Club were ten cents a week and could be paid through payroll deduc- tions along with the dues of five, ten or fifteen cents per week, depending on wage category, going to the Benefit Department. The president and the secretary were instructed to confer with Mr. Dort on the matter of members unilaterally constructing the Club's by-laws. Mr. Dort made it most emphatically clear that the by-laws were "a purely business prOposition that ought to be left to the Trustees 1Minutes, FVFMBA, May 31, 1904, p. 83. 2Minutes, FVFMBA, October 24, 1904, p. 96. I/ 39 and that they certainly should make their own laws.’ This was done and the by-laws of the Club were read and adopted on October 28, 1904.1 To cite a typical early year's activity the financial reports of 1906 are presented. 2 Cash on hand, Iune, 1906 $1925.36 Receipts for past year 6120. 33 total $8045 . 69 Disbursements sickness $2652. 30 accident 733. 60 funeral and flowers 178. 75 salary 957. 06 printing 85 . 00 office supplies 114.18 sundries 97. 70 $4818.59 balance $3227.10 Disbursements since organization on September 24 , 1901 $28 ,572 . 77 Average age for sick and accident claim 34 years. L Figure l . Benefit Association Financial Report lMinutes, FVFMBA, October 5, 1904, p. 94. 2Minutes, FVFMBA, Ianuary 20, 1907, p. 43. all! it... 4O Cash on hand, Iune, 1906 $ 86.82 Receipts from dues 2331. 68 Receipts from cigar stand 354.94 Receipts from other sources 806. 70 total 5 3580.14 Disbursements Salary $ 1134.51 Club expense 1894.11 Cigars 304.18 total 3 3332.80 balance S 247. 34 Figure 2. Vehicle Workers' Club Financial Report Additional Involvement A new, but significant, activity for the Association was that of raising money for the new Hurley Hospital, to furnish two rooms and purchase surgical instruments. The Club also sponsored baseball games, an excursion to Detroit via Port Huron, and such Club activities as billiards, bowling, and cards. It is interesting to note that in 1907 the YMCA of Flint sought a merger with the Club, but was refused because by this time, the Club was flourishing in its own right. Despite the fact that it would not consolidate, the Vehicle Club did say it would cooperate in helping "to build that type of institution (YMCA) in Flint. "1 1Minutes, FVFMBA, December 3, 1907, p. 76. , .n._ '”,4‘,. .. . O I s - ~~-- ‘v.-II o II o... . ~ A 1' ~-.. . ' I~ .,- -‘ .. r“! ._ . ‘7 ou .. . w _‘.- _ r. v: . '0‘! I- s 41 By 1908 the Associated Factories organization was known as the Manufacturers‘ Association of Flint. It met to seek a way to increase the membership in the FVFMBA inasmuch as the factory owners wanted their employees to carry the insurance for the employees' own good. This type of thinking was still foreign to many of the workers, so that often they left themselves and their families without protection against the unforeseen. One method employed to cut down on the number of uninsured workers was to have notices of the Benefit Association and the Vehicle Club printed and available for the time-keepers to give to each man as he was hired. The trustees also voted to pay members ten cents for each new member they enrolled. With such techniques FVFMBA member- ship increased to 3,221 by 1910 , and of this number 1,297 also belonged to the Vehicle Workers' Club.1 City Booms By 1910 Flint could be described as a boom town, mainly as the result of Buick's success. In 1908 W. C. Durant had formed the General Motors Company which consisted of these companies which were located throughout Michigan:2 Buick, Cadillac, Olds Motor Works, Oakland Motor Car, Northway Motor, Iackson-Church-Wilcox, Weston-Mott, 1Interview with Clarence H. Young, Assistant Director, Manufacturers' Association of Flint, March 3, 19 72. 2Edwin O. Wood, Histor fGenesee Count Michi an° Her Peoglg, Industries, and Institutions, Vol. I (Indianapolis: Federal Publishing Co. , 1916, p. 776. A :- .. *I'J e \ ‘ --. r~-‘ . _ . . >- a .. . ~ .— .. - *u-a u r... u... 42 and General Motors Truck. General Motors sold $34 ,000 ,000 worth of products in its first year. With the addition of Chevrolet, organized by Durant in 1912 and built in "the pinery" on the west side of the city, General Motors was doing a $200,000,000 business yearly by 1917. The Dort Motor Car Company, itself, was selling approximately 9,000 "Dorts" a year, and was still selling 15,000 carriages yearly as late as 1915 even though the automobile was obviously here to stay.1 With General Motors' strong influence in Flint and its con- tinued expansion there, the population jumped to 88,000. The city could not keep pace with the influx of people, which resulted in insuf- ficient services and housing. Boarding houses and hotels were built but people were still turned away. Over a thousand lived in tents along the river and near the factories. Perhaps the scene can be further por- trayed by visualizing hundreds of people lining up at the Post Office's general delivery window to receive much-awaited news from home. THE CLUB Facility Expansion As the membership soared, the FVFMBA voted to lease the three-story Sullivan Building at the corner of East Kearsley and Harrison Streets for its new clubhouse at a price of $3,000 per year for the next ten years. This facility was complete with gymnasium, bowling alleys, 1Ibid., p. 777. ,. we," F; “b ”1“,” 1 . "'i‘C"."'"“‘lr I: _u.,..-: " " q» p r. ...‘d “I no .o.‘ . ~=2“~n O..- ltue" A“ -‘ ‘1) 35— u» 1': ~74 l5_-‘ ’ . A. ur- v. a» P4 1., t. In A. v. J” .‘ (I) Do. 5', t)’ (1) 43 pool room, reading room and lounges, but the most popular feature was its twenty-nine showers. People would line up on Friday and Saturday evenings for the luxury of a shower, for at this time l-‘lint's population was soaring and many people were living in shacks and tents, sadly lacking in niceties such as bathrooms. THE VEHICLE WORKER Newspaper Unites Feeling a need to establish a method of communication with its members, the FVFMBA established a ten-page tabloid. Its purpose was stated in the first issue as follows.1 The Vehicle Worker will be devoted to the interests, general health and good fellowship of the workers of the Associated Factories of Flint. It will also promote the idea of cooperation and harmony among factory workers. Some of the features of the Vehicle Worker will be Health Hints, Safety First Items, The Question Box, List of Beneficiaries, War Activities, Club Notes, Iust For Fun, etc. Under Health Hints will appear practical suggestions on Health, Hygiene, Dietetics , and Sanitation by recog- nized authorities. Safety First Items will contain recommendations as to the use of safety devices on machinery and safety practices for workmen. The Question Box will undertake to answer the questions of Factory Workers regarding the Benefit Association, Liberty Bonds, and other features of general interest to the factory employee. 1"Foreword," The Vehicle Workel; Vol. I: NO- I: (September, 1918). p. 2. \ . . u 4.‘ :L A. . . “wit: :4 nov’bp y! “c. o . A” .- '4 r. .0511 Y' . r. \n. '- 4‘ .. “.1 .05 nap.‘ ‘ 1 ~a.._,.‘ A 4. F‘n- A. .._‘ ~'“' v. . I! F‘.‘ ='~ .'lv “O- ‘ - h.hh‘\. UP". l .- ..., »_ o.’ " V. ‘. .‘At..! ‘ . ;. . ‘-‘ Em i~_.e':§‘ l “ ‘ I c ‘Q -‘~. mules E'.’ .. b . ~:~ ~.., ‘ 31,-.2... .’ v.‘ ‘w 'I c -‘ " ‘1'". ‘ 1¢,~r:‘. -.~l " 44 The List of Beneficiaries will contain the names of all factory workers who have been paid benefits during the preceding month, for sickness, accident and death, by the Flint Vehicle Factories' Mutual Benefit Association. The names will be printed by factories. Under War Activities will be presented the method of handling the Liberty Bond business of the factory sub- scriptions. Concrete illustrations will be given showing bonds sold, bonds paid in full, etc. The Club Notes will deal with the various activities of the Vehicle Workers' Club. Iust For Fun will be edited by "Hank" Henry G. Trembley. He will endeavor to diffuse the rays of sunshine and provoke smiles, mirth and laughter. "A little nonsense now and then is relished by the best of men," especially factory men. This also includes the girls. Suggestions, recommendations and criticisms will be cheerfully received by the editor at all times. Any- thing that will improve the Vehicle Worker should be the aim of every factory man as the Vehicle Worker is dedicated to all the employees of Flint factories. The tabloid became a major function of the FVFMBA and was extremely popular among the workers. To help emphasize the national diversity of people living in Flint and the need for an organization to pull people together, it is informative to notice the March, 1919, issue of The Vehicle Worker had an interesting section listing "The Book of Rules Of The Flint Vehicle Factories Mutual Benefit Association" which in essence was the list of rules given to each employee at the time of employment. It illustrated the diversity of the workers , for it was printed in eight different a: . .1; I. 45 languages: English, German, Hungarian, Italian, Polish, Rumanian, Croatian, and Syrian. Much of the tabloid was also dedicated to the subjects of health and safety. Articles, focused on such topics as how to lift, how to climb, and how to prevent disease, are typified by the following poem which appeared on the cover of the March, 1920, issue. 'Twas a dangerous cliff, as they freely confessed, Though to walk near its crest was so pleasant; But over its terrible edge there had slipped A duke, and full many a peasant; So the people said something would have to be done But their projects did not at all tally. Some said ”Put a fence 'round the edge of the cliff;" Some, "An ambulance down in the valley. " But the cry for the ambulance carried the day, For it spread through the neighboring city; A fence may be useful or not, it is true, But each heart became brim full of pity For those who slipped over the dangerous cliff; And the dwellers in highway and alley Gave pounds or gave pence, not to put a fence, But an ambulance down in the valley. "For the cliff is all right, if you're careful, " they said "And if folks ever slip and are dropping, It isn't the slipping that hurts them so much As the shock down below--when they're stopping. " So day after day, as these mishaps occurred, Quick forth would these rescuers sally, To pick up the victims who fell off the cliff, With their ambulance down in the valley. "Oh, he's a fanatic," the other rejoined; "Dispense with the ambulance? Never! He'd dispense with all charities, too, if he could; No, No, we'll support them forever! Aren't we picking folks up just as fast as they fall? And shall this man dictate to us ? Shall he ? Why should people of sense stop to put up a fence While their ambulance works in the valley?" n-n "" A A c. - " 1‘ . U. o 9 11,-. -(. . . § It: 45.. u"‘~"\ .‘H‘ .I ."q pnAV,‘ k. " u“. 1" V. ' . s "HY r, o 1:, VJ H ya-l' .. ‘1“ 7.15?” \,. u .1“ ' p.: nu: >11 ..v-o- I . 46 During World War I much emphasis was put on patriotism and Americanization. Local sporting events sponsored by the factories or the Club were promoted and well—covered. Frugality and personal financial planning were popular topics, and led to the development of a department which would get the subject out of the talking stage and into reality. BANKING Expands Into Banking During this time the Benefit Association continued to grow, with 1,922 members registered. As it prospered, it branched out into another area--that of banking. On Ianuary 5 , 1920 , it formed the Workingman's Mutual Bank on the premise that this would stimulate thrift among the factory workers.1 The bank was housed in the Vehicle Club and opera- ted originally in the Liberty Bond Department, which found itself with a great reduction in work following World War I, but with the personnel available to take on the new venture of promoting savings among the workers. The bank provided small personal loans to employees who often had difficulty securing money from existing institutions. From the new bank workers could get money for ”some useful purpose'l such as to take advantage of buying for cash by getting a co-signer and by showing their earning power. Also workers could receive five percent on their 1"Employees' Bank Formed," The Vehicle Worker. Vol. XVII: No. I (Ianuary, 1920), p. 4. '1 an‘ I ‘. _3, A. It "I. «h 'l) 1 H- «,on or}. .- "' V‘-' “but a |" " ’ an. " trut- 1.1... ‘1 I‘ E fl ‘v ,. o u-rc 9.... ‘ 7- Y .» .u‘ (“:1 up ‘10., ¢‘_‘" . ‘ F— .7...‘,“‘ —. ’ ~ ~~ ‘.;."\fi : A-‘.J ‘° a, " - I " v» ,_ . >,..,.‘ ‘.">-'., c h V“ ~ r‘~.,. "iill. ..._ o.,_ _ A. M ‘ "zr b,_ at... .v' I ..‘ c ”A "T ...r 7'” ' 'u" '1 vg‘. ‘ 1““. A, ~ ‘ ‘ 4.137“ I All? -:i a . l ' VI 5‘ ”‘4'. .-.,‘z:o A ‘ .‘ e J“; 2 ~. V .: ‘ 47 savings. The entire bank stock was owned by the FVFMBA and was capitalized at $50,000.1 AM ALGAMATION Forces at Work Despite the success and popularity, forces were at work within the city that would bring a sudden end to the FVFMBA as an organiza- tion, but not to the functions to which it was dedicated. The records available show that a committee from the FVFMBA met with a committee from the Industrial Fellowship League and representatives from the Manufacturers' Association as early as Ianuary, 1920,2 to discuss amal- gamation. The FVFMBA Board agreed by resolution to merge on whatever terms were set by the Manufacturers' Association; however, it will be shown in the next chapter that the move did not come about easily. Thus it was that the first large group of workers were organized in Flint for their own mutual benefit. The result of this gathering together would enhance the well—being of the residents of the city of Flint for many years. 1"Foreword," The Vehicle Worker, V01. 1. NO- I (September, 1918), p. 4. 2"Chronology, Industrial Mutual Association and Parent Organizations: Flint Vehicle Factory Mutual Benefit Association-- Industrial Fellowship League," (Flint: unpublished). p. 3. fie! ‘J‘WLI' I'VE " '11.: min-[- 1 . .4 . bvw‘td' Av. ”in, o . a h,‘ «n1 -.«~\- ura Inn! A. .I. . - .- -... a. 5.1.. . nu. ha ‘1 .|.v ‘Ica “.0... m. >-l . -.. . . --.. ,. .. ‘_ . .,~_ 7' V‘ hil- - I cum 1-1 Olfiv v 48 SUMMARY The FVFMBA served the Flint factory worker well by helping to provide for his financial and social well-being. It also contributed to the establishment of a pattern of cooperation between management and labor that was enduring enough to survive the stormy union move- ment of the thirties. The Association assisted in pulling a diverse people together, through an extremely informal type of adult education, into a strong sense of community. The essence of that original organization exists teday in the City of Flint in the life and program of the Industrial Mutual Association. .57. n .'5 " ~1- trips. I .‘h VI": HA. VH1. . A. ~. on: H :v-a' : ‘..4. _ “'..d .- - .- . n Ivigytlt ‘. . Chapter IV THE INDUSTRIAL FELLOWSHIP LEAGUE Introduction The Industrial Fellowship League (IFL) was formed as an adjunct of the YMCA to assist many of the people who came to Flint to find a place in the fledgling automobile industry. This account shows the impact this organization had upon some of those people. Social gains were made through educational opportunities that became available as the result of the joint efforts of employees and management. The impact of the IFL is noteworthy inasmuch as its social and educational accomplishments were not lost with the demise of the organization, but survived to become the major strength of the foundation of its successor--the Industrial Mutual Association. A LEAGUE IS FORMED Industry and Immigrants The industrial activity of Flint since the turn of the century had been phenomenal. This brought national acclaim resulting in the city's 49 .....e- r. 1'6”” u .u .4 A 5" 4 \ .‘ul . I .2. M15! fhfi' 1,. 541454 .-~1,- .‘A ___‘!~ MC 0/ ._.‘.»i.g-‘. . . "v-Iu ',. _““_I\~qv. "~~-bu.1." 4 n..,.,.(, “ "ecu. w . .. l .101 : "Int-0,. - “pH-‘g Q.‘ i. 1". ""~Fo D. 1 P . .H'Vurg.'; ‘N . I ..1 1 Hr» u. a. ””5: a. “ .1 I”’~ f I «I ' v D '0 O 9‘ (I) (7 k 5;; “h\‘ U u!‘ . ‘U. .._311}' Q 50 setting a record in the United States for its rate of growth.1 It increased in size from 13 ,000 people in 1900 to 85,000 in 1916 as workers seeking employment and a standard of living greater than they had ever thought possible, converged upon Flint from the four corners of the world. They brought with them many diverse social patterns and in Flint had earnings great enough to allow them to indulge these differences to the point that they retained their own customs and areas of residency; thus the only commonality among them was their place of work . Despite this, a spirit of "teamwork" permeated the city. Flint's motto became "Each for All and All for Each. " This climate not only promoted the movement of industries to Flint, but also gave the city an inner strength, a vitality that has helped to keep it moving dynamically forward through the years . YMCA and Industry Team This spirit is exemplified by the efforts of its leading indus- trialists who, in December of 1915 , formed an Industrial Committee of the YMCA to discuss ways of providing extension work for the vast number of factory workers who had migrated to Flint to. take their places in the young but flourishing automobile industry. Charles Stewart Mott, President of the new YMCA, was only one of several future industrial 1Edwin 0. Wood , History of Genesee County, MictLiganL Her People, Industriesy and Institutions, Vol. I (Indianapolis: Federal Publishing Co.), 1916, p. 771. 5: \Ianrnr v» 111. I a'nvlfl . v Mar-b .I-‘H Q34,—|.- '71-. 11:1 5:: :.. ,; :‘4 An. .:.. -... 33‘ ‘-~I‘.o. ' ' ~~ £- a. ......_ 1. I ., u- 7"." n c.."" ‘IIO '.‘J. '- 9, -. - A , F. .- w .9: k... . F C T?» 1, ku~ I: .. ~ . \g-'~\ .I‘ ‘ ‘ ' "e .‘v ")1 v ”‘0‘!" 51 giants on the committee .1 Others included Walter P. Chrysler, A. B. C. Hardy, Charles W. Nash and I. Dallas Dort, each of whom was to manufacture automobiles bearing his own name. Also in the group were W.W. Mountain, H. H. Bassett, I". E. Badger, M. C. Day, R. F. Monroe, W.T. Walker, C. R. Towson, L. E. Buell, and O. R. Largent, the first secretary of the Flint YMCA. At the first meeting it was unanimously agreed that any exten- sion work should be launched under the direction of an expert in the field and $3 ,000 was established as the amount that the Industrial Committee would provide to finance an extension secretary for the initial 2 year's effort. This money was donated by the industrialists and was to be kept entirely separate from the regular funds of the YMCA. ROBERT I . WISE A Mission and a Man On April 14 , 1916, Chairman Chrysler convened a meeting of the Industrial Committee to meet with a candidate for the Extension Secretarial position, Robert I. Wise, a social worker from the Upper Peninsula, who had been recommended by Largent. After hearing Wise 1Industrial Fellowship League and YMCA, Industrial Division, Minutes of Meetings, Meeting of December 1, 1915 , p. 8. (in the files of Manufacturers' Association of Flint, Michigan) Cited hereafter as Minutes IFL. 2Minutes, IFL, February 2, 1916, p. 3. u u“ " 4 ' i" 'n .-I .‘~ p .-A ‘~ .g V n .__, .r «u- .., ,1 ~- 7" “ H p “ Du; 3 1'13J'! -9 ' . ".0 .N..A41. V :“L; “at 5L ya... 5 It: 0 g . A ”F; 'V J»; 4 I . RC." . .I . I‘ a '__ v... .- “v .- '- "9 . n.._ ‘h-‘fl o»! ‘15 11 III u.¥ ‘ 52 discuss his experiences and philosophy, Mr. Bassett made the motion that Wise be employed at a salary of $2,200 per year. The following Monday a wire was received from Wise, "I accept with pleasure the Extension Secretaryship. Will be with you soon as possible. "1 Apparently a YMCA conference attended by Wise at Lake Geneva, Wisconsin, in the summer of 1916, focusing on "New Ideals in Industrial Betterment" played a major role in giving this new movement in Flint positive direction.2 In reporting on the meetings Wise empha- sized that the key word of the conference was "friendliness": . . . the cultivation of a spirit of friendliness and cooperation between the employer and the employee in developing new ideals in industrial betterment. The old regime when men were governed by an iron-clad system of rules and regulations from which there was no recourse [sicl was passing . . . The new method seemed to stress the use of social clubs and confer- ences . Participation by the workers was being valued not only to increase production efficiency and contentment among workers , but also to combat the need for labor to organize . The idea of carrying "men on your hearts as well as your payroll" seemed to summarize the theme of the conference. Wise wasted little time in transforming the rhetoric of his philosophy to reality. He sought immediate ways of bringing employees and employers nearer to each other for their mutual benefit. He gained 1Minutes, IFL, April 17, 1916, p. 4. 2Minutes, IFL, Iuly 20, 1916, pp. 6-10. ‘{.".A" .1 mat-u b . (I! - 1 - 0 AP '2 -E': .-1-~nu.. J‘- - . I"'. A a- - .- 4' “Hum“- u- r . .. , 1 "'3‘; 'B 1- ‘ucuvr. u. A. r < ”ml... ___. -n V44“. ~w.:. . I :‘.A‘Hv :A. . ~v..y.¥ ~:b ‘ V! "‘L I.» '1 .fi :- v. “‘ ~ . " an»: “ ‘ \Y‘y: "I "1' I: OU-l _ ‘ . ‘\ “4.9: o}. ‘41, F H . A N "1‘ .:§J:1'1~ 4 ‘4 5! K...“ a M "u‘ .-\I- '0 53 immediate support for an inter-factory Labor Day celebration at Potter's Lake. This was to be financed by assessing each factory on the basis of its current number of employees--a method of assessment which was used by the committee to arrive at fair shares to be paid by each factory for future joint ventures. It is interesting to note that this celebration never took place because of the extremely high incidence of infantile paralysis in the Flint area at the time. Another promotional scheme was to have factory workers par- ticipate in baseball against teams of factory managers , for this had crowd-appeal at that particular time. Wise further suggested that each factory set aside an adjacent small plot of ground for athletic purposes. He also began scheduling visits to each factory for the purpose of seeing its internal organization and of talking with the men in order to gain insight into how true representation could be garnered from each plant. This would assist in helping to promote meaningful activities and participation based on what the member workers wanted and not on what someone wanted for the workers. During these early visits to the plants, Wise noted that exten- sive welfare services were being rendered by the employers and he praised this altruistic effort. This effort had been provided by the Compensation Department of the Manufacturers' Association. The Department had been established in 1912 for the purpose of supplemen- ting payme‘nts to employees who could not live on their benefits from the FVFMBA, either because of major illness or hardship, or the ‘\ 7..-.s «5 an, I' ‘"'s. ”g. rm: “' ‘ I I. ”1.: :v-n '9‘ 5”... “NJ It. - t ‘ ‘ .-;6111p‘-‘ r . ‘wl .. quh-u ~ . . Ir ”F’r .4 i- .il-ily. I v.3 II .I. . , 0 O. > ‘I 1 '- Map.»- , . “Iv-vi... . ‘O'. ““"‘-5t 5 3"» -' W675 s; c... ' r e‘ _v( 65:. ..‘ 401‘ “I“. I r A _~‘p I A‘I"‘V o “8.4...” C "1... u riffs-1 - h.“ -, (u 1‘ ) l A.‘ . "“75 to s W“. .e ‘ J~' . ‘ Q “|‘ ah“ U ‘a . h . ~ 5 “A. N. 'a‘ - \ ‘~ ’9 54 exhaustion of their benefit funds before they were able to return to work. This effort continued as a function of the Manufacturers' Association until August, 1930.1 Mr. Wise was most impressed with this benevo— 1ence and thought his energies in relation to these services could best be utilized by his coordinating the entire effort in order to systematize it further.2 However, he accomplished much more than this . Wise, given the title of "Industrial Secretary", went about the factories seeking men to become involved in activities and services in behalf of their fellow workers . He told the men in the shops about the Industrial Committee, which was composed of managers and owners who were sincerely " . . . interested in seeing the YMCA inaugurate a work that will benefit the men in the factories . . . " Wise thought that explaining the Committee's willingness to cooperate with the YMCA would help to take away any charges of paternalism which might be leveled against the owners and/or Manufacturers' Association. By September, 1916, Wise had conducted approximately 150 interviews with superintendents, foremen, and workmen. This resulted in his getting twenty-seven men to form the Central Factory Committee and many others to serve as shop committee chairmen. The initial meeting of the Central Committee was conducted 1Interview with Clarence H . Young, Assistant Director, Manufacturers' Association of Flint, Michigan, July 24, 1972. 2Minutes, IFL, (Letter from R. I. Wise, Industrial Secretary to Industrial Committee, YMCA). June 23, 1916. .~ '1 1‘ _ “ F , ‘ .. '1 ~ ‘ .,.-~ ‘ ..~ 1 1 l O l '0. h I: , O u .‘1 J 1.1 4” ° 1.1 . a 1‘1 0 - 10. o 6 - "; Iv-v- ,fi m-.. ... f 55 at the YMCA on September 19 , 1916, with twenty-two members present to . . . l discuss four major items: (1) the welfare of the factory employees (2) the inauguration of a system for the betterment of conditions (3) the appointment of a sub—committee to devise a constitution and by-laws (4) the selection of a " Press Committee" to consider the feasibility of publishing a paper to keep the men in the factories in touch with the work of the organization It was further agreed in this meeting that the purpose of the organization would be "to promote a spirit of friendliness and helpfulness among all the men in all the factories of Flint. " The October third meeting of the Central Factory Committee was most significant inasmuch as it was voted to adopt the name "Industrial Fellowship League" (IFL) , and the new constitution was read and accepted. The first slate of officers elected was:‘2 George H. Maurer, President Z. A. McDonald, First Vice President G. G. Trembley, Second Vice President Wm. M. Barth, Treasurer C. E. Gilbert, Assistant Secretary Wise's initiative and industriousness are illustrated by a letter he sent to the Board of Directors of the YMCA following the October meeting. It not only told them of the new name of the organization, but also pointed out the degree of human involvement already in .i lMinutes, IFL, September 19, 1916, p. 24. 2Minutes, IFL, October 3, 1916, p. 26. ,‘—1‘ .~ 0 ".-g ‘V H. " .5 v r‘ u. .. I _.,,-...a tcrv . " _ ,.1 41s~- ’ o. ..,-'A , '9‘ x "v ‘4 1.... I 'l— O ... . o- '\ - .vec‘nvfl- h... . . .. _,‘ ‘0'“ N ..~I‘iblv‘ 9. 1 In... a q M- _‘ n:o "‘ "‘vu, .Il‘ . ~‘:~ ._~ M. i F'" I-iv - . ' - ~ ’5 In. "~. ~v U' . ""r1‘. \ 1A“ 4”...“ "‘Va- 1". r n v “'H. ‘1. 'I ‘JI r '- e 1 ‘:‘ 2'! . .. L“ 56 motion:1 104 chairmen of various committees had met and their efforts were illustrated in reports that 24 athletic teams and 14 bowling teams had been formed, a male chorus was being organized, classes were planned to help train men for greater efficiency in their work, arrange- ments were being made for noon meetings centering on educational and religious talks, and a paper named the Flint Factory News was being published monthly. Wise had high ideals and truly believed in involving the working man and not just programming for him. He stressed that, if their educational efforts were to be successful, the program must have the backing of company officials, but not their interference. Training must be by experts using sophisticated equipment, and classroom instruction must be supplemented by laboratory methods. Men, he thought, should be selected and placed, not with immediate production in mind, but eventual attainment of their highest potential through training and proper job placement. This idea may not have been originally his, for it parallels that of I. W. Dietz, Manager of the Education Department of the Western Electric Company, who had addressed the YMCA leadership conference that Wise had attended at Lake Geneva, Wisconsin. Nevertheless the right idea had been transferred to the right man. It is interesting and rather coincidental that this same Mr. Dietz would 1 Minutes, IFL, October 3, 1916, p. 26. F101; \D- 1.. F!" "l‘ m..- 1" “so". ,:1 . . cut 0 ‘ ... . ac.- c’ a. Hon”! 9 I‘. II) I: 3“. 1 1 57 speak in 1944 at the 25th anniversary observance of General Motors Institute, a spinoff institution of the IFL.1 EDUCATION School Plans Further evidence of Wise's insight and thinking is provided by the following statement: A program for conducting a night school for men in the factoriesto which 80 men are already committed as committee menand which is backed by the company, would be more likely to succeed than a course of study offered by either the YMCA or the company. Wise strongly and persistently pointed out to the Industrial Committee of the YMCA that he wanted to organize and involve Flint's 12 ,000— 15 ,000 workers in deciding on activities to be provided. However, he clearly understood the need for close cooperation with supervisors so that courses planned would be related to work available in the shops. By October, 1916, plans had been made and instructors hired to open "The League Evening School. " The term would begin November 20 and end April 1. Wise felt that this school could be most valuable to the men involved and to the factories, for the factories could have a force of men in training to meet the industrial needs for 1Young and Tuttle; The Years 1919-1969 . . . .A History of GM_IJ pp. 69—70. 2Minutes, IFL, September 26, 1916, p. 25. ....J . 1 - it.‘ "“ “istic ,.m ‘A-' "'Gels vym-HO“' a 50' . 1 1 ”c.11- 1‘11“” A 1;... «chu- 1 1¢:;v uA~:ry .mu- 1o}. 1 ‘1 ‘An: '- ' F' .E-.. anew“) Q pl:: In» (- l‘-O'H“.!‘ A V"I 1C ‘H'Tif 3"“36 of . I 3“ I A .1 58 both skilled and executive positions . It was felt that the Industrial Committee's work should now be publicized. So it was that a small and relatively insignificant program, which ultimately culminated in a great institution of higher learning, got under way. Even though this date, November 20, 1916, is not the formally recognized date for the founding of General Motors Institute, in reality, it is. The December 8, 1916, report shows the IFL's evening school had 114 students enrolled in four classes:1 24----Mechanical Drawing 1 0----Mathematics 70----Auto Construction 10----Penmanship, English, and Arithmetic REC REATION Recreational Expansion However the school was not the League's only other major interest, for in 1917 it began seeking a recreational resort area for the purpose of providing a recreation center for the working man and his family. It started taking options on the land around Potter's Lake which was twelve and a half muddy miles from Flint, but located on the Grand Trunk Railroad Line.2 The railroad assured the IFL that with a reason- able amount of business, a stop could be arranged a mere two hundred 1Minutes, IFL, December 8, 1916, pp. 42-46. 2Ibid., p. 42. ‘-- Fl :1 tape-1..” ax “ 1-1.4.1...- 1 a....._~ P. ifs-pun .L. . .- 0 1 h" 1". ‘ . N ""¢¢EQ“ .' u v .,‘.- ‘ \ ..._,‘ FD OA.~."‘ “ 1. ‘9. ‘lf‘l ,4 . -1. “"Vn ‘-1._. 1 ~- . -1.u’\ kI- .~...,,“‘. 1 ‘l 59 yards from the resort entrance. This was important because otherwise patronage would have been greatly curtailed because of poor roads . The property under consideration contained 78 acres of land and water, 5 cottages , 18 rowboats, 1 launch and sundry sheds. The cost was $8,500. The Central Factory Committee recommended that the purchasing of the resort property be financed through selling non- dividend-paying stock at one dollar per share. These shares were to be purchased in the factories through the aid and approval of each company. The goal was $25 ,000 so that enough money would be realized to make essential improvements on the land and erect the necessary facilities. It was further proposed that the title be vested in a Board of Trustees made up of three or more men from the Industrial Committee of the YMCA and the Central Factory Committee. The rationale for the investment was summarized in six statements:1 1. The employees of the factories would have a convenient place , which they would feel belongs to them, inasmuch as the money would be paid by them and its administration would be in their hands; where they could go away from the noise of the city for rest and recreation at a low cost. 2. Picnics and Athletic meets would be held on the grounds at any time without any additional cost for use of privileges inasmuch as the ground will belong to the factory men. Baseball diamonds, tennis courts, croquet, swings for children, wading beach, bathing, boating, etc. , all available for use of the factory men and their families whenever they desire to visit the grounds , at a very low cost. 1Minutes, IFL, December 8, 1916, pp. 42-43. ,.-' :0'14‘ '.‘ '14" 7'“ . m» Sty-'2 P ..I ‘ c . g I ‘ . a. A o ' I N ,, -t . I o o v D .— p U. . ,I . - A ~V' ‘- A.A ""H C. . I. ‘ _‘ “Vin... 7.. 4". 1" ' ..:‘ ‘I. "u‘ I 1.1- . A .‘. 11 - . 1. - ‘ - h D _ " a. buy {“AP_ r'u- . - .L . ‘e . 3.1:" u_y n 1 F! .H: .h ‘u '1. "1". a 1 '- ._(‘\'-$ .U‘HHF v - « n .~ .‘ .. _‘ ‘fi* “341 ’ in. s— '1 . ".1 ’0 fl . 4‘ ‘1 a . l t 60 3. The cottages at present on the site, and others which can be built with the funds raised, can be rented to factory men and their families at a low cost for a week or few days for camping purposes. 4. A space can be reserved for setting up the tents for those who wish to live in tents. 5. Any factory men in 111 health or any member of their families can be given an outing at the resort through the welfare department of the factory or by the League , if necessary, according to the circumstances of the case. 6. The lake is at present stocked with fish. This can be done yearly through the state hatcheries. A caretaker can be employed and the property carefully super- vised so that the moral influence of the resort can be controlled and kept at a high standard. Arthur H. Sarvis of the Flint Varnish Works was appointed General Chairman of the fund-raising committee. Despite having the fund drive delayed by a wartime Red Cross drive, and eventually can- celled, option on 100 acres had been procured by Ianuary 24 , 1917. The Central Factory Committee of the IFL recommended that the IFL be incorporated so its Board of Trustees could hold title to the property. End of Busy Year The end-of-the-year report given in December, 1916, a mere seven months after Wise's appointment, is in itself a tribute to the man.1 In addition to the night school the League was sponsoring activities in a variety of fields. Wise's report showed that the Flint Automotive Technical Society had been formed to be 1Minutes, IFL, December 8, 1916, p. 44. :- a, ‘ ~ _. ‘V v.«..- - .14 1 u s .vw to. '. . .""'w {A} I (‘4‘..'. ‘0. v. _ ~ ‘ve E“ J a‘i‘ 1 p. . l v 1!- ll) ‘. (I! (D L) 9— 0" 61 the center of a new field of engineering activity in Flint . . to promote the art, science, crafts and methods pertaining to the manufacture of automobiles and to bring the automobile engineers of Flint closer together. The report shows that the number of athletic teams outstripped the avail— able facilities. Bowling, basketball, and baseball were becoming extremely popular. Shop meetings were being held at noon hour in many plants and were well received. Workers would sing, play instruments, and listen to short talks on such topics as mechanics , health and safety, patriotism, religion and personal economics. Continuing his summary, Wise told of the Social Committee's providing Thanksgiving dinner for 102 "men away from home" and promoting a plan of "Christ- giving" at Christmas time with the proceeds and commodities going to such agencies as the King's Daughters and the Salvation Army. The report also spoke of the efforts of the League in obtaining a recreational resort, providing assistance to strangers in finding work and living accommodations, and publishing the Flint Factory News which was proving popular with the workers. In addition to the activities under way, Wise expounded on those things that needed to be done, but that he could not get to because of human limitations. He wanted to meet more with shop fore- men on such ideas as how to handle men. He wanted to work more with Alvin Cody, Superintendent of the Flint Public Schools , in providing Americanization programs for the foreigner. Wise's final plea in the report was for more assistance so that the League could not only main- ,... pnvrfir' . 1 1 .— c1. wr- v a c.‘ ‘ 1. a bit ubvv 5- --u ‘A ...~v- .. .l... IF‘IV I 0v. V \ ‘r- .0. s .4 lqu-uua-ue t ‘I! on c \ (n 62 tain current pregrams and keep the "organization running smoothly, " but also be creative and expand its scope of operation. This plea did not go unheeded. In May of 1917 Wise was rewarded with a substantial salary increase, and also with a full-time educational director.1 I. E. White of Buick 16, then chairman of the Educational Committee, was employed to supervise educational clubs and societies, noon lectures in shops , classes for the foreign-speaking, and evening school for apprentices .2 By 1917 the Automotive Society had 250 members and had engaged in such activities as visiting the Dodge, Ford, and Packard plants in Detroit, and had attended lectures on such topics as "Metals and Metal Combinations Used on the Various Parts of the Automobile, " "Internal Combustion Motor Development, " "Automobile Gears: Design, Theory and Practice, " "Standardized Motor Parts," and " Factory Efficiency. " In Ianuary, 1917 , it was voted to change the name of the Central Factory Committee to the Executive Board-~a name still in use. 3 It was also agreed that members of this Board should be elected by the men in the factories with each plant selecting its own representative. 1Minutes, IFL, May 18, 1917, p. 72. 2Minutes, IFL, May 18, 1917, p. 72. 3 Minutes, IFL, Ianuary 24, 1917, p. 50. ‘ T" I 'h' stwv-n m. 4.4-. rd! a .~.F\V c v v-.1......' y . "h A. "“R I 'r-‘-- Anny .- ..-,1 "HA 1"“ ~’ "‘ V'5i‘ ()1 «1. _M , r . ‘II F ‘v I) C) .. 1 p" i .r' ( K ()I II‘ R'fih 17‘ IU‘V=~€'" ‘ . A \ ‘s. II, 63 WORLD WAR I YEARS World Crisis During the period under discussion, World War I had been raging in Europe. The German war machine had been on the rampage on the ground, in the air and on the seas since Iune 28, 1914. Despite Germany's premeditated assault and devastation of Belgium, and ensuing thrust into France, the United States had attempted to remain neutral. However, as events unfolded and Germany began unrestricted submarine warfare on all ships, the situation deteriorated to the point where the United States had to take a stand. On April 6, 1917, war was officially declared by Congress . For the next twenty months the home front was drastically changed as the country was totally committed to the war effort. Flint became completely engrossed. Patriotism reigned. Moreover, the city prospered as the factories ground out the machinery of war. Perhaps as important as the financial boom was the sense of community that developed as the result of working for a cause of such magnitude and grave importance to all the people. Support for the Mission As with most factories, the Flint plants had concession stands set up strategically throughout to provide workers with the customary items of food and drink. Although the stands existed for the employees, . A? ..:6 0:, M.‘.. ”A- 1. A ,- ¢§ P'.’\‘ '-p ‘ 4 ‘_ _,,, wow-— .4 1| .1 ‘--... ..-. . b1 - -. u. o.. "‘:AAA ‘3. ._ wovayu‘l 2.; ""‘ ‘iP rar- p ‘~" out» U1 n ‘u-Io..,‘~ ‘ v\ "*"h-o-» . ‘1~ ., ~ :1": “"V ‘1...“ lg. ‘ - o .1 h 0 .v' 'u . 64 in most factories the profits from such sales were returned to the owners of the factories. A decision of major consequence for the financial support of the II‘L came in June of 1917 when ”all stands for the sale of candies , tobacco, etc. , throughout the local factories" were offered to the IFL with "the proceeds to be used for the benefit of the Fellowship League activities ." Prior to this time, the IFL'S budget was dependent com- pletely on acceptance by the Manufacturers' Association; therefore this unique and generous offer was readily and unanimously accepted in the hope that eventually the League would be self-sustaining.1 The IFL now had a financial basis from which to work and plan. Its future was now its own. In July, H. F. Unley was engaged as "Superintendent of 2 He began by invoicing the stock Factory Candy and Tobacco Stores . " at each factory stand and arranging to put a man in charge of each. A hint as to how the Stores would operate under Wise and Unley is alluded to in the statement:3 ”We are planning, as soon as we get under way, to add to this department of our work so that the StOres will be of great benefit to the men. " By November, stands were being operated in twenty spots in the plants with six more in the planning stage. In addition, eight cars of 1Minutes, IFL, June 1, 1917, p. 75. 2Minutes, IFL, July 6, 1917, p. 77. 31bid. J" ‘M‘ .uv(;v: Or an: .n a, n .. ‘ - \> .opa— u”. ‘ ’— .“.-‘..o|v -.- . . “I." “"A .1 \I—4 .. “cum. .5. _ 2.”. V 'In. .I'IN‘“ ‘Hu- I "~. ‘ ~ \ : "P‘ ~' .v.~ul u. “u I... |' ‘ \ A.-...f ”as ‘ Q\. “o. t. «‘u h. a... y» ‘t .I’ . --..-r ._ '1 '4 In 3‘, u . 65 peaches, several cars of apples, and truckloads of potatoes to be sold at reduced prices were proving very popular with the workers and gave them "an added appreciation of the IFL. ” Despite acceptance by the workers, this practice proved nearly disastrous to the League and established some public relations problems with local merchants . Effort Continues The IFL School continued to prosper. The number of courses increased from four in 1916 to twelve by 1917 . Enrollment climbed from 114 to 175 in that year, with the result that overcrowded classrooms at the YMCA became a critical problem. Despite the overcrowding, another inducement for enrollment was offered through the issuance of social memberships in the YMCA to all night school students. At this time, only one of the "young ladies" employed in the plants was attending the night school. However, in light of the short- age of skilled labor because of the war, officials were expecting a greater influx of women into the plants--and thus into the school. Another activity first sponsored by the League in 1917 was the Redpath Chautauqua. This form of entertainment and information proved so popular that the Chautauqua became a highly enjoyed annual event for several years. 32-; "Y .,..,. ..~¢. a ...‘lu|...a»n . .§-"-'~o. 4 A...-s~-.¢.. 5 ‘a-I—n " \ -"—-....J. .. n o~~ hu“ 3... ‘n-u . u..- -p~. .AII‘. l“ n y A . .. "‘A "H‘- 'I ‘ H :9”... A. h am...“ y. . . -. Q 0, 'Ir- I. . a .. ..., “(1 “ na~ nu._ "Ah‘ - ‘ ‘., v c- -“'I A :» ¢ 1“.» 66 INCORPORATION IFL Incorporated Another of the more significant events in the history of this organization transpired also in 1917. On September 17 , the Articles of Incorporation of the IFL were filed with the Secretary of State in l Lansing. These Articles stated the purpose of the League: . promotion of the general welfare by bringing together the employees of the factories of Flint for their mutual benefit, socially, physically, mentally, and morally; and to cooperate with all agencies interested in the improvement of conditions in our city. " All who worked in factories associated with the Manufacturers' As soci- ation of Flint were members by virtue of their employment. The—By-Laws of the IFL made provision for election of members to the Executive Board, election of officers, duties of officers, and the following standing committee 5:2 Recreation Grounds Factory Stores Auditing and Finance Central Educational and Shop Central Athletic Central Social They also provided for the selection of trustees for the purposes of hOlding title to the real estate owned by the League With the Executive Board concerning financial transactions of the League. 1Minutes, IFL, August 16, 1917, p. 82. 2Minutes, IFL, November 6, 1917, p. 90. ,. .-~.-.£ ma . .- ..... 5..“- .... "‘.- s w. .. v-a . I. . ‘3‘" ‘ 5) o J ‘ . 'F\ u.. 1 I. ,.'_~ ~ - 4 u... ._~.“ 4 ‘ d ' \ “'A-~ A... , ‘Il \ ”"---¢|.u‘_ In . Ab..." 9" ~ n.....“.: L \ .:.‘P": Rn u." "I“ s... .', . . ., . .,“ 'l“, _ V... n“ h ‘ ~‘A I! _ v: h""v...v. §~‘.~ u. . ....‘ -..‘: ‘Ao .‘ "Pn _.'_ "'Vol \ "w. h A l . .‘~ A._ Q ‘ n‘ 31 . v““ ._ ‘ Q A; ‘-,, a Fv, A, . ‘4' 's._ . . _ . . ~A. —~ IL, .‘4 :' :‘l} R" c ‘4! 67 DEPARTMENTS FUNCTION Stores' Struggle In an attempt to provide better service to the workers and secure more money for its own operation, the IFL developed and estab- lished standardized factory stores in many plants. The total Stores' operation was realizing approximately $1000 per month net profit. Despite this seeming success , certain problems were being encountered.1 The rapid growth of these Stores plus provision for a sufficient stock of merchandise kept the League's capital tied up to the point that it had difficulty meeting all its regular obligations . Moreover, a serious national coal shortage was forcing some manufacturing plants to close so that the IFL's net profits from the Stores' sales were reduced propor- tionately. This lack of capital restricted the IFL's taking advantage of large scale buying power. Furthermore, there was "considerable stir among the men" as to how they were to "benefit by the profits from the factory stores. "2 To help combat these problems, Wise sought additional capital. AS usual, the Manufacturers' Association came to the League's assis- tarice by contributing $10 ,000. Even though this was not quite a Sufficient amount to put the League on solid footing, it contributed mm by allowing the IFL money to buy large quantities of certain 1Minutes, IFL, Ianuary 22, 1918, p. 113. zMinutes, IFL, November 12, 1918, p. 201. :w-w—tu ..._ .. .. K“q n" .n:o¢ uni V- '2“"P'~ far. “val 65.1. I n . .FPI) .1.'_. (3 u. R . H.“ "V‘n "11-6. - v... 'I m’ a . .' \ AA .IU‘Vl.J‘V‘ .‘1‘ fit, "“1 t '3 ll ‘1 68 necessities and staples for the benefit of the working man.1 Wise felt that this was most important inasmuch as the IFL was "entering into this field and offering this as an inducement to the working men" in an effort to get their support for the Stores' operation by helping to reduce the "high cost of living. " Further to quell uncertainty among the workers as to how the Stores' money was being spent, circulars were issued and factory representatives were advised to answer all questions as they arose. On August 24, 1918, Unley resigned as Stores manager. Undoubtedly, his "philanthropic ideals" had been at odds with those who saw the stores as a business-for-profit venture.2 Education Concept Pushed Wise continued in 1918 his push for the transformation of the IFL School to a first class automobile trade school. He persisted in selling this idea to such men as Walter P. Chrysler who was serving as Chairman of the Industrial Committee. Wise wrote, "We should plan tO put our educational work on a more dignified basis at the earliest possible time. " He felt strongly that Flint was ripe for an automotive trade school of first magnitude, and if one were established it could "advertise and attract ambitious men from out of town to learn the b‘JSiness of automobile construction, which would provide a supply of \ 1Minutes, IFL, November 12, 1918, p. 202. 2Minutes, IFL, January 1, 1918, p. 106. 9‘" nnJ ., .~ n‘ «u. .. Ii-vnvni-ng’ -.. . g, - ~-- ‘ f. ... art...- .A . , s~u-. 7‘"- R V A... , .l'lna —; *-‘.ua _'__‘ ‘ 'v~‘. _ s "1 ”bl. "-kuv , in» 7. :D .. v"“"~ -. .,~~Afl.‘ . ~ OAWH“. . . “A” {PF 6’ “a._, .u— . "‘v c. "\- l‘q - I x a. _ v " " “fr. v ( i (")1 (I) (n H IA I . - .- .' _I‘~x‘n’ . Id- .. e " n. ‘ n ~A "I ~~. 'v.' H ‘1 ,1“.- '1 h - u i V‘.‘ o 69 skilled and trained men for service in Flint factories. " More than that, Flint seemed the logical place to train persons in the proper servicing of automobiles, for there they could experiment using Flint cars and equip- ment. The newly formed and popular Automobile Technical Society, the Educational Committee, and the Executive Board of the IFL all wanted to see such a school develop. The time for serious consideration of such a school had arrived.1 Despite the existing school's less than ideal status it was drawing nationwide attention, for the need of experts in this field far outreached the supply. And even though the enrollment was dropping because of men leaving for the military service, Wise's vision never dimmed. In April of 1918 the Educational Director, I. E. White, resigned from the IFL to accept a position with the government. No replacement was approved; however, to help ease the burden until a replacement was found, R. I. ”Mike" Townsend was hired as a recreation director and to assist Wise in some of his duties.2 .Tge Major Arrives The July, 1918, minutes of the IFL show the search for White's replacement took them to a physics instructor at the Michigan College of Mines. The man was Albert Sobey, who was destined to be a leader in \ 1Minutes, IFL, January 1, 1918, p. 106. zMinutes, IFL, May 21, 1918, p. 136. m: 35; 11:...w... . pAN'~ u: I” » ..‘1.‘.~t I.t\ ~‘F‘ ~ . -~pn~na 4 ~.....u-uo v _‘,o.u;..;r u '1' . _‘ I .- .,. ,4. ‘ ‘~'h .... .. . . \'-,.' ~..". 3'. .1... o. . ‘ :"""‘ .u. "vt...u. . "’"W L— .AJ.“‘|1,‘ ‘l-A 4 .. \ ‘ I I~ ‘ ‘- II- A "w «1‘: 53' v ‘b’ 745 life: ‘\ “n g 1“ D‘ “Jig. ..- :' “h “ b. ‘~_‘:h: ‘-u_ l . 1". ‘ '1 V . ’1‘" F:.' s.‘ l ‘1, ' u n.” “'5‘ u. . v, v.‘:. ‘I Iv A 70 the City of Flint; but not until some quirks of fate had been resolved did he appear. just when the IFL thought Sobey was set to come to Flint, they received word he had been commissioned a Captain in the Intelligence Division of the U. S. Army. Thus the search went on until R. C. Faubell, Principal of Lane Technical School in Chicago, was recommended to the Executive Board. However, no action was taken because Faubell wanted $1,000 more than the $2,500 annual salary offered. The position remained open. This twist of fate proved to be Flint's good fortune. Major Sobey, anxious to get started, arrived on the scene in uniform following his termination of military service on October 11, 1919.1 His civilian clothing had not caught up with him. This zest to get moving led him and the school to great heights. It also tagged Sobey with a nickname for his lifetime—-The Major! Wise, realizing the urgency of gaining immediate space for the overcrowded IFL School, recommended in November of 1918 that the old Copeman Building on the southeast corner of Saginaw Street and Second Avenue be rented . 2 Although not in the best of condition, it was rented on a short-term lease for $150 per month beginning in the fall of 1919, and became known as the School of Automotive Trades . Wise was elated for now there was space for the night school, social clubs, and storage for merchandise. Furthermore, Sobey was on the scene. \ 1Young and Tuttle, Qp._c_i_t., p. 14. 2Minutes, IFL, Ianuary 14, 1919, p. 219. ‘ ‘F . . A- P, h‘un an - . _.'-..,,,i u- au._.. - ‘5. r IC ”‘0: ~"‘. In“, IVA! A‘uuq \. “A _| A ~. F ‘1 "-~~ I ~ \ ‘.vn..‘ ‘ . v . ’ . 'J \ '§ .‘V‘ VI “ 41"" H ‘i v. . l ‘1 . 71 In a dual attempt to provide activities for the workers and to raise money, a successful minstrel show was conducted in February of 1919 with part of the proceeds going for minor improvements to the Copeman Building. In attendance at the show were 4,875 persons, with a resulting net profit of $1,800. Philosophies in Conflict The factory Stores in early 1919 were showing an income of over $100,000 per year.1 A central warehouse had been opened at North and Witherbee Streets. An accountant had been hired and the Stores were procuring merchandise on a 30-day cash basis. Monthly meetings of Store managers were being held, resulting in "a spirit of fellowship" which was "being spread through the shops by them in their stands in the dining rooms.‘ Wise's thinking and feelings are certainly repre- sented by these remarks. The Stores continued to handle a wide variety of items including "overalls , jackets, and government surplus such as foodstuffs, blankets , and raincoats. "2 Despite the $100,000 per year income, the League found itself in financial difficulty as the result of its philosophy of "operating for the worker, " its total overhead, and the post-war economic decline Which was in evidence by October of 1919. As a result of this difficulty, David M. Averill, President of the Manufacturers' Association, was \ lMinutes, IFL, February, 1919, p. 226. 2Minutes, IFL, February, 1919, p. 226. ‘ " Lt. .u--" ’1 . .aea‘ f“ ”- ~“ .“‘ I U VJ - ~ . ..|J - :~'t’\v‘ ~ _...,..A.-v - .gupqnn u‘. ~ ~ .. men-.4 " - . a .,. O‘ptnr. . u w» -—\~~- , . 1.. u 1‘ 4 -~............ A. . "v \r -. , ' _ ..r, -...1 I "‘ r . v. "Rn~ u E ' ""'VA1.~4 . a 7 .~, lg‘ “-\,‘ ‘ \ yvv ‘7. f‘ . ‘0 72 called upon to advise the League concerning its financial problems. At the same meeting the Chairman of the Industrial Committee, Chrysler, President of Buick, appointed a committee to investigate the entire Store situation and all the other activities of the League. The committee was charged with the responsibility of presenting a recommendation on how the factory Stores should be financed. They also voted to ask the Manufacturers' to take over the outstanding notes being held on the Potter's Lake property.1 Certain things did not jibe. Problems did exist. Perhaps many were philosophical, but they were getting in the way of good financing. Witness Wise's report of September 16, 1919: I wish to call your attention to the fact that there is an insistent demand continually from the men for some kind of co-operative store so that the high cost of living may be reduced. The local labor unions are going into this , I understand, and planning to operate such a store if they can arrange for the capital. It seems to me that instead of a co-operative store, a better plan would be to use the buying power of the League and give the men direct benefit of the reduced prices rather than the co-operative store plan of declaring dividends, the goods to be advertised through our present system of factory stores and delivered from the central warehouse where the men can come and call for the goods. This would mean a larger building than we now have and as it is very likely we will not be able to hold our present location after next April, this is a matter which requires immediate thought and attention. Wise's empathy for the worker and his well-being was ever evident. The Stores continued to Operate under the philosophy advocated lMinutes, IFL, January 14, 1919, p. 221. . . . I). OI. Cb“ ;- \' 1.. .... ~—~ Ac V. V». 5— 01!. “A. r . . my» JV uhn . . ‘ A . “utud ‘ . ‘ u an... _ \ * p' eon... I». ”N --v. '.' . w ~H:p~A ”" , p v “iilu ." “- I‘-~ , . “A A- ~.._‘ .- o “‘v . (I) v..‘ .yJL q .,__ u ‘1 . “ v.u~ . . .7? 73 by Wise until the severe post-war business downswing of 1920 hit the United States. In Flint automobile prices not only dropped, but many cars were left unshipped. W. C. Durant lost control of General Motors for the second and final time. This business slump helped shape the destiny of the IFL. Chamberlain, then Stores manager, reported that Store sales had doubled in six months and profits had been reduced by one-half -- "thus showing the Stores were supplying valuable service by merchan- dising a larger volume of goods at reduced prices, thus saving the consumer a considerable amount of money. ” This type of rationalizing did not receive the support of the manufacturers. Wise was put in charge of the stores' operation and given the responsibility of liquida- ting the merchandise on hand as well as taking care of all current bills.1 The lunchrooms which had been developed in the Buick plants were not making money so the IFL sold them to Buick. The basic question on Stores was again presented: Should Stores be run to make a profit or ”merely to accommodate the men and develop good faith?" It was decided that they should be run for profit and that it was up to the League to sell this concept to the men of the D1ants--that greater good would come to the workers. This was not Very easy to do because many workers wanted visible signs of what the League was doing with their money, and underselling local merchants Was most tangible evidence. \ 1Minutes, IFL, Ianuary 29, 1921, p. 330. w-.. —~r‘r'- ”a ~g~l. .. . .VO".CUQD 'z‘ r~ '- *1 an 1.41. ... ‘1..." 1 . \ '«vuun. . v r ll rj' « 1 s p \r ~h q. . d "N 4 ‘1- A“ I '- A . C "\ hr ‘vl_ \‘r v “ VA ‘0 ~. -~.. .f‘r .. v.v‘ 74 The year 1921 saw some significant changes in the IFL. The Stores' operation became an independent department under the direction of a new manager, O. S. Farrar. The recreation director, who was now Will Power, resigned. But more importantly the man who had given so much to the League from its inception, Mr. R. I. Wise, tendered his resignation as the result of some of the difficulties the factory Stores had run into. Clarence Young in his book on the history of General Motors Institute state 5:1 Looking back over 47 years, it seems a little sad that R. I. Wise, who contributed so much to the early concepts of the IFL and its school, should have fallen by the wayside because the incidental stores operation got into trouble in the postwar depression. Wise was not primarily a business man but a social worker of remarkable vision and energy, and the ideas which he advanced in developing the IFL gave it truly a democratic base that was made for genuine acceptance by the factory men of Flint. In the annals of the Industrial Mutual Association and General Motors Institute, R. I. Wise should not be forgotten; he was a great pioneer whose genuine concern for people contributed much to the validity of all that has grown from the ground he broke in Flint from 1916 to 1921. Despite this loss, life and activities in the IFL continued. Albert Sobey was left in charge of the League's activities until a new director could be appointed. Young and Tuttle, _p_. cit. , p. 20. - |.. .. no p ...., u. cannot “ 1- .1 ~p-.,~v ¢ I ~' .t In: "‘v«< ., “.1 _ u ,,.‘- ~ .. ~ ma ._._ ,._ Ulc.-...:: Q~0.A . A P "s'vu. .8. U 1 . -. J? v‘nl“:g 9 c‘ s . " \ ‘fi 6 '.‘~" ~'* . _. e h". l a ‘ C' n 7S MERGER PLANNED End of Affiliation Even though the IFL had incorporated in 1917, it continued its affiliation with the YMCA. However, as the League expanded its scope of Operation to include many programs and activities, to conduct business (stores operation), and hold property in sizeable amounts, this relation- ship became more and more cumbersome and complex. Furthermore, the activities of the IFL broadened to the point that the League was thought of as purely an industrial league, separate and distinct from any organ- ization.1 Therefore, formal action was taken by the Manufacturers' Association in Iuly, 1919, to "divorce" the IFL from the YMCA. Certainly the YMCA had given the IFL a good moral and institutional base from which to grow. Even before the divorce from the YMCA, there was a proposal of marriage to the FVFMBA which appeared in the League's minutes in March Of 1919. 2 It was in the form of a letter read by IMA President L. E. Larson coming from Charles Hendricks of Buick Number 35 sug- gesting closer affiliation with the Vehicle Workers Club so as to supply an up-to-date recreational building suitable for all needs. The letter aDparently caused considerable discussion. lYoung and Tuttle, 9p. git” p. 13. 2Minutes, IFL, March 11, 1919, p. 231. , o nqfl ‘1. v , _ .. 1.» . l. - o .- . nuap- , . — x , vhy‘r“... h . . --.~-y.. . \ bv tbll.-.; _ D. n,‘_ ~ \ a n, s...» cue. "" , . 7‘ a ‘fV-‘hu. _‘ I ~~A , n‘ A ‘0. ”"V‘voura QII~~'O.. . 1 . '“"“-u..v - r In...’ ‘0 - '-.,,.';5_ ‘ I ‘- .\ ._._( .‘ .. . i ‘. n..' _4. .u‘“. \‘-A,,' ,, 4 , . c efi. I.“ - .M-‘j "1“:1 H‘ ""1A '~ A H‘V“ 76 Wise reacted by saying that the IFL was established to reach those unreached by the Vehicle Club or the YMCA. No more was men- tioned of the two organizations until Wise spoke of a banquet to be held for the two groups later in the fall.1 However, in Ianuary of 1920 Wise referred to "coordinated efforts" being made between the IFL and FVFMBA.2 He more than hinted that something was in the wind and as a result " it might take some time to finish the details of organization and revision of by—laws of IFL owing to this matter being considered. " A special meeting was called to appoint a committee to act with the Vehicle Club and the Manufacturers' Association to develop plans for amalgamation. 3 Appointed to the committee were G. P. Toomy, Dort Motor Car Company; R. L. Pitcher, Chevrolet #4; L. E. Roberts, Flint Varnish Works; Merliss Brown, Buick #11; and Frank Bingham, Buick #6 and #7. In the meantime Sobey had come to Flint and in November of 1919 made his first report to the executive board Of the IFL concerning the School of Automotive Trades. He reported that 449 students were enrolled in classes and twenty-four teachers were engaged to handle the Various courses.4 Potter's Lake was beginning to attract larger crowds. lMinutes, IFL, October 14, 1919, p. 265. 2Minutes, IFL, Ianuary 13, 1920, p. 294. 3Minutes, IFL, Ianuary 23, 1920, p. 295. 4Minutes, IFL, November 19, 1919, p. 287. ,- \ .,.....- I . ,-n<~ a _-n~~\ ~ Q "nu“ ~ . e A ~ an -- _ u-uv’ ‘4 .. 0- M var I >- no.-on~.1 .., R , ~ 5'1 . x 'Q‘. U ' ' -1. ..,_ A” . ~ "V" vv.. 1! _ J" ‘~A. ‘ a _ . ~ ‘:/~ ~.,»‘ .,. ‘A 5". ".~ . ’J h ‘b- .~_ ' 'i--_ :l ‘u‘ 3”,- ' u. ~. f“ . -' . O. 77 Picnics, boating, swimming, and dancing were popular activities. The cottages remained rented all summer and workers were seeking the right to build their own cabins near the lake. An option was taken on the SO-acre Haynes Farm. The price was $16,200. Again in 1920 , as the result of the business slump, the Manu- facturers' Association appropriated operational funds for the League.1 52,500 —- Improvements at Potter's Lake $1,000 -- Cottage upkeep $1,000 -- Seats, swings, etc. $1,500 -- Baseball equipment $1,500 -- Publicity $2 ,500 -- Stenographic and office expenses This period of financial trouble stimulated much talk of consolidation. Merger plans continued and a special meeting Of the amalgama- tion committee made up of representatives from the FVFMBA, the Manufacturers' Association, and the IFL was conducted on March 10, 1921. 1. Dallas Dort stated that he "heartily favored the amalgamation and Wished to see it consummated. " A motion was made that each committee Should recommend to its respective body ratification Of the consolidation. A vote was taken on what the name of the new association should be; it Was agreed to call it the Industrial Benefit Association. However, the IFL apparently was not in agreement, for C. M. BLillard, in the April 12 Executive Board meeting, made a motion that was cZart‘ied to the effect that the IFL did not "desire to amalgamate with the I“\713'MBA at this time. " The Manufacturers' Association continued sup- \ 1Minutes, IFL, June 8, 1920, p. 311. 131;! “.7 I a. w "r"‘,' 'h“ I ',._ . .,.., -] awn . T K‘. ' --|.‘ r a 11.1 . ' ‘w-a .. K6 ‘ 1 r on... 4. ‘. '1.- - - u -. dvdi‘v H“ 1 . ... ‘~-. , ‘ 4 “as... r 1 '1..- ~‘v‘VA "¥l‘ "“V-uo. 1.". be u a e.‘ ‘ ‘ "4|~h ~ o 5 _~_ \ ' . 'u‘ 2"“ "V on“, \a . l A ‘ l' v. “ ”I RV» o‘h‘ ~‘( ' h "1 F. n_.‘ " Pu. 78 porting the League and approved an allocation of $7 ,200 for the next year. When doing so, they verbalized their praise of the IFL and its Work. By 1922 , it was Obvious that pressure was being applied to force the merger. The economy was still weakened, and the Manufac- turers had two organizations, each having a similar raison d'etre, under their wing and both Of which were in financial difficulty. Robert Longway read a letter from the Manufacturers' to the IFL reflecting the amount of credit already extended. The letter proceeded to inform the League that it was to liquidate the $25,000 account it had with the Manufacturers' at the rate of at least $1,500 per month with interest.1 Despite this pressure and the FVFMBA's apparent willingness to merge, the IFL voted not to amalgamate. They discharged their study Committee and directed the secretary to draft a communication to the FVPIVIBA explaining their negative posture on the matter. Part of this decision was based on the fact that the factory Stores were beginning again to make more profit. Much of this increase can be attributed to the close scrutiny given to the entire operation by Bullard, Chairman of the Stores Committee, as well as to the work Of O ‘ S . Farrar who was the new Stores manager, plus the new profit- rnaking philosophy of operation and of course a general upswing in the e cohomy. \ 1Minutes, IFL, April 11, 1922, p. 378. 1"1 "’ 1.. . . “e. At -— <— 0.. V4».- \"ND 1' ”“H l.- 11 I . 1'1 M... I R “""Ou\ 79 Longway reported on April 11 , 1922 , that the League's profits for the year should approximate $30,000.1 Even after paying $18,000 to the Manufacturers' and the interest on some other debts, it was projected that the League could deposit $500 each month into a "sinking fund" which would still leave ample funds to carry on any activities not taken care of in the budget presented to the Manufacturers' Association. In spite of the IFL's apparent wish to remain intact, more powerful forces were determining otherwise. On September 29 , 1922 , members of the Board of Trustees of the FVFMBA presented to the Executive Board of the IFL the resolution that the FVFMBA had adopted which in effect agreed "to amalgamate on whatever terms the Manufacturers' Association had worked out. "2 A copy of that resolution follows:3 WHEREAS, It appears that at the present time there are two separate organizations, the Industrial Fellowship League and the Flint Vehicle Factories Mutual Benefit Association, both carrying on activities for the benefit of the workers in the Associated Factories of Flint, and WHEREAS, The consolidation and amalgamation of the activities Of the two organizations will make for greater business efficiency, expanded and developed service, and bring about provision for better housing facilities , therefore , 1MinutesIFL, April 11, 1922, p. 378. zMinutes, IFL, September 29, 1922, p. 416. 19 3Minutes, IFL. " Resolution of Amalgamation, " September 29, 22. p. 420. ‘a 1...- 80 BE IT RESOLVED, That the Flint Vehicle Factories Mutual Benefit Association, by vote of its members, in special meeting assembled, according to Section 4 , Article II of the By-Laws, hereby approve of the consolidation Of the Flint Vehicle Factories Mutual Benefit Association with the Industrial Fellowship League, under one incorporate association, including amendments to the Constitution and By-Laws in conformity with said consolidation. FLINT VEHICLE FACTORIES MUTUAL BENEFIT ASSOCIATION (Signed) by Wm. F. MacLean Vice President B. L. Odle Managing Secretary SUMMARY The IFL did much to instill a philosophy of concern for others among people in Flint. Through the medium of extension work, the IIldustrial Committee of the YMCA conceived means Of enfranchising thOse newcomers and foreigners who hovered in the "North End. " While attending to its initial reason for existing, the IFL managed to expand its area of concern to include social and recreational programs. Through the granting of concession rights by the Manufac— tuI‘ers' Association, a durable financial base was established for the IFL. With its incorporation as a legal body in the State of Michigan in 1917, and its formal separation from the YMCA in 1919 , the groundwork W3 S established for its eventual merger with the FVFMBA. However this did not take place until a solid financial and philosophical base of ODeration was established, and problems of the day forced the issue. 1 ‘F~'.o 'A-‘a . 'A§_ L, '\\‘ r- ""94... .z . ~ ~...!'_‘__‘_ .. ‘A.. ‘ .- 'P‘c ‘ INN"! . ‘1 . ..__A . ""“Mul ‘1“. m A 1.1“... ‘ ‘.’ ~ u" -‘¢ _ ‘ “. ~~ a. \v‘ " Chapter V THE FIRST DECADE OF THE IMA --1922 to 1932 Introduction The initial ten years of the Industrial Mutual Association's development helped to set the tone and pace of the organization for the years to come. With the 1922 amalgamation Official, the IMA set out to accomplish its corporate purpose Of providing educational, recreational and charitable services for the mutual welfare of its members. Before this period of time had ended, the IMA had survived a recession and depression, the demise of two of its original functions (banking and benefits), a world war, a threatened boycott of its revenue Source, tax battles, and loss of its major educational endeavor--the automotive trade school. As the result of these experiences , it is possible to study the IMA's struggle to establish for itself a viable domain in the Flint Cc>Ihmunity. Furthermore, it is possible to reconstruct the IMA's ‘e v0lution into a formidable organization with great resiliency as it ba1itled those forces which could have destroyed it. 81 Ah... -‘bau~ v-I - Eva ‘ g n - ‘uu ' on . ~ . . 1P;u "Wu“ .1. 0‘ ‘. ' ' h , 1‘1, " -— our n. - ‘ 1‘. ' r- u~.“ ‘I "n 1.. r‘ h... «“Ix.‘ 82 FORM ATION OF IM A Consolidation Efforts Increase The IMA was formed at the insistence of the Manufacturers' Association of Flint which was serving as the parent body to both the IFL and the FVFMBA. As the parent or sponsoring body, the Manu— facturers' Association officially acted in an advisory capacity, but with the ultimate power of assuring that certain things transpired. At the crux Of the amalgamation problem were several factors. First, the purposes of the two existing organizations were closely allied inasmuch as they provided services to the workers of Flint. Their basic approaches differed but their goals were the same. Second, the membership in both cases consisted of workers from the associated factories of Flint. Therefore, the two organizations were in competition for the same people. Third, the Manufacturers' Asso- c=iation had to counsel and advise with two organizations instead of One. Fourth, both organizations frequently needed the financial as sistance of the parent body to remain operational. In light Of these considerations and the postwar downswing that Flint and the nation experienced at this time, it is very logical that the Manufacturers' forced a merger to take place in an attempt to cOnsolidate efforts and resources and to provide one strong organiza- tion to service one membership. The September 29, 1922 , minutes of the IFL show a copy of the official resolution which was sent to them F's , r. 1:.) ”r- cV-.: I Q ”a I- N 1‘: A.- a. ,,_‘ w-r: ~. -1_ a _. '-~ ‘- we ‘-. n a 83 by the FVFMBA: 1 WHEREAS, It appears that at the present time there are two separate organizations . . . both carrying on activities for the benefit of workers . . . WHEREAS, The consolidation and amalgamation of the two organizations will make the greater efficiency . . . BE IT RESOLVED, That the Flint Vehicle Factories Mutual Benefit Association, by vote of its members, in special meeting assembled, according to Section 4, Article II of the By-Laws, hereby approve of the consol- idation Of the Flint Vehicle Factories Mutual Benefit Association with the Industrial Fellowship League, under one incorporate association, including amendments to the Constitution and By-Laws in conformity with said consolidation . An Association Emerges This resolution received the approval of the IFL. The first regular meeting of the IMA was held Tuesday evening, October 10, 1 922, in the Second Avenue headquarters of the Association. 2 Dinner was served. The agenda that evening concerned itself with financial reports of both organizations, the new Constitution and By-Laws were I“GP—aid and corrected, a nomination committee was appointed, trustees Were appointed to act as tellers for the bank, which was continued from the FVFMBA, and a discussion of voting eligibility was held. \ 1Minutes, IFL, "Resolution of Amalgamation," September 29, 1 922, p. 420. 2Minutes, IMA, "Special Meeting," October 10, 1922. ‘1"- w-IL- In.” “.1. v,..,, 11" h ‘1- Vin :ra “we...“ 6- 1 I.“ n I Fl, n” t,’ '- 'lv - 9,, ' h u M“ a a. - 'o., ‘ r h . 0"». chm" r: '.'_ . ‘- y 1 'l n r, _' “1 r ‘ . n n. . ‘ b u \ v_~\ y,‘ I "In? .F .v‘. 84 The nomination committee presented its slate that evening. R.T. Longway became the first president of the IMA; I. H. French was elected vice—president; I. W. Collins, secretary; and C. I. Hatfield, treasurer. It was further decided that the Board of Directors of the Workingman's Bank should be re-elected. The Executive Committee also decided to appoint a committee to explore the possibility of renting space in the new Industrial Sav- ings Bank Building, for while the amalgamation battle had been going on, plans were being drawn for a new Industrial Savings Bank for the city. Someone had the idea that if enough floors were added and they were properly designed, an excellent center for the IMA cOuld be included. The architects were consulted and appropriate plans designed. William E. Fellows, vice president of the Industrial Savings Bank, attended the initial meeting to give a resumé of the major details involving the rental Of the top five floors . They could be rented at $36,000 per year which figures out to 82¢ a square foot, as compared to the going rate in Flint of $2 .00 to $2 .50. These floors would pro— Vide approximately 50,000 square feet. The Industrial Savings Bank Would furnish partitions and showers , but the IMA would have to provide the furnishings. The term of the lease was to be fifteen years, With provision for possible adjustments every five years. However, in a subsequent meeting it was agreed to lease the area for $38, 000 per Year for the fifteen years with no five-year intervals to be considered. ,. .. ~00 I1 . ,_ -... '\ II’ '1 t 6.1. .1 ‘- ,._"A .. nu. Bn~ n 9 ~,. uh (r) I!) “'9 Iovjf‘l‘r 5“ ‘ .4 HS ' . 85 The Official lease agreement between the Industrial Savings Bank and the IMA was entered into on October 16 , 1923 . A Name Derived The name Industrial Mutual Association was the result of a compromise between the two predecessor organizations . Originally the name was going to be the Industrial Benefit Association, but that resembled the name of the IFL too much. Furthermore, that name implied a rather narrow scope of concern. After considering many possibilities, the name IMA, which was more comprehensive and reflected favorably on both organizations , was selected. At this point the IMA was established with ten factories represented. As with its predecessors, the IMA was conceived to accomplish two overriding tasks: 1 ) to provide humanistic services to its members; 2) to devise means of raising revenue to support these services. Formally stated, its official purpose reads:1 . . to promote, foster and stimulate the mutual welfare Of the employees of the Associated Factories of Flint, Michigan, socially, physically, mentally, and morally and to extend mutual relief to the members in cases arising from accident, sickness and death and to develop such enterprises as may be deemed necessary, the income from which shall be used to finance the aforesaid mutual welfare, recreational and educational service and the net earnings of which shall be devoted exclusively to charitable, educational or recreational purposes and no part of any such income received is to inure to the private benefit of any member or individual. 1 Articles of Incorporation of IMA, Article II , Section 1, Public Acts of 1921. n;- 'A‘ h. -4 .. v--. I ’1' "A . - a ”a : ,’ .e... . n -A~-_' 'VVV- _. 1 86 Staff Procured TO accomplish these tasks a professional staff was necessary. However, the exact making Of the administrative staff Of the IMA in its early years is clouded. Sobey had been left in charge Of the IFL when Wise resigned. It appears that no one was appointed managing secre- tary, but that Carl Hatfield, who had been elected treasurer, began to assume those responsibilities. In 1924 Hatfield was Officially desig— nated as the man in charge.1 The records make only minimal reference to the paid staff in these early years. It appears that much of the administration was accomplished through committees. Thus , it seems that the IMA evolved like most voluntary associations from a posture of shared commitment and involvement of its members to that of diminishing involvement and the eventual hiring of a professional staff. With the retirement of Hatfield and the hiring of Ormund E. Revvey as managing secretary in 1926 , the power and scope of the professional staff became more evident. Rewey became an integral Dart of the IMA for the next 34 years. @enue Source Organized The basic strength Of the IMA is implanted deeply within its IT‘Qjor source of revenue procurement -- concession rights in the \ Interview with Clarence H. Young, Assistant Director, M anufacturers' Association Of Flint, March 3 , 1972 . ..n. v4-4 4 . 11.. .5- . ,. ,. “in“... . . ‘uAI. o. ~...-- ~ LA- .- a .46..-. .III ”A. _, ,, “A. u ‘v . '1." \vo; ‘19:. a r ~uuu , u._ I", ‘ .,. ,‘ Ir a u L." I 1 .Ib. ‘1 a“ 87 factories. The right to these concessions was granted to the IFL by the Manufacturers' Association in 1917, and carried over to the IMA through the amalgamation of 1922. The granting Of concession rights in the plants by the Manufacturers' Association in 1917 did not mean automatic success. Before the Stores worked on a profitable basis, there were many diffi— culties confronting the operation that had to be overcome. However, the potential for success was there. One difficulty was the installation of the IMA Store. Who would give permission for the Store? Where would it be located? Who would run it? Who would audit it? What would it sell? Before these questions were answered, many inconsistencies occurred. Each plant trustee was originally responsible for inventorying the Stores , but often through sheer neglect irregularities appeared. Who was responsible for these shortages ? In addition to some of these comparatively mundane problems , it should be remembered that the IMA was born in the midst of the post- war depression which began in 1920 and forced General Motors to borrow 80-million dollars to stay afloat. It was not until February, 1923, that the gross sales $42 ,412) in the Stores for the month began to climb. This represented the best month's income in two years. With the economy on an apparent upswing and better accounting procedures being used, the mOnthly gross revenue from the Stores increased to $61, 624 by October, 1923. However, by 1924 the Stores' inventory was being reduced because v3" ”.43"; A (V..- r _, 4" r A An!- - 4 .61.; . . .NIA' .a.... y.\,.~ n .. :. .gu' - l .‘ 6,. . 1- 9, .,_‘ - "'Q' r‘. C v- _ . 0., . 6."- ~‘ 88 of the "industrial depression" Flint was again experiencing. Although sales improved again, this business decline served as a harbinger Of 1929. One Of the IMA's best hedges against losses in revenue was its ability to organize. A paper titled "General Procedure in Obtaining and Operating IMA Factory Stores" was produced. Buick set the pace for the other plants by allowing an "IMA man" to work full time in its larger Stores . A major change in Store operations was begun in 1928 when the supply committee inspected "a machine capable of handling seven different kinds of bar candies, gum, etc." It was thought at the time that these might go well in plants too small to support full-fledged Stores. By 1930 the IMA was beginning to purchase "Hershey Bar and Peanut Vending" machines.1 By the end of 1929, with the real financial squeeze on, sales fell from $46,556 in October to $19,594 in November. Expenditures were curtailed, personnel was reduced, overtime was discontinued and the Stores' inventories were cut.2 1Minutes, IMA, " Stores Committee Report," February 11, 1930. 2Minutes, IMA, "Audit and Finance Report," November 12 , 1929. -. o.- ‘u. .n “two-:0 .-.. .1... “in -oo . : lQI-m \n " thn. In... " — 1" ""4-1. 1 . l~“"s'-:. “a...“ 89 FORCES INTERVENE Difficulties Develop TO add to the financial woes in 1930, some local businessmen tried to stir up dissatisfaction through various store owners affiliated with the Home Defense League which had been organized statewide to combat chain stores. They wanted to boycott all the factories that permitted IMA Stores within their properties . The Stores were accused of selling "coal, made-to-measure clothing, washing machines, etc."1 This move must have been somewhat successful, for the IMA developed a list of authorized merchandise. The remaining stock was liquidated to keep from competing with local merchants . Despite this policy change, another group of businessmen along Industrial Avenue who called themselves the "north-end merchants" circulated petitions to close Buick's stores and cafeterias. A full-blown public hearing, which is discussed later, was conducted by the Board of Review on Tax Assessment. The majority Of merchants felt that the IMA was responsible for their present economic Plight. They contended that main gates were kept closed so that the Workers could no longer patronize their businesses , and that after work Women picked the men up in cars and took them directly home. By the end of 1930, there were 48 Stores in operation: Buick, 35; Armstrong, 1; Dupont, 1; Marvel, 1; AC Spark Plug, 2 and ~¥ lMinutes, IMA, "Supply Committee Report," September 9, 1930. 4'5 53'“ . ,. .A' ..-v" ' w a ”7 .. ...-I . ~ .. " \ ‘ . .11.. w. s-o—Mi . \o~ .r .. wanna II. 0 ";'~ . -'_‘ 0.- “l‘ 5.. '1 I ..1.~ I K‘ ' _C 1 h.“- It. “lb' A. . 1’. .__ .0 8‘.- I‘ l‘ k u 5‘ .,‘.v . v‘t ~‘ 90 Chevrolet, 8. The total sales for the year were approximately a quarter of a million dollars. In 1932 , the number of Stores operating dropped from 48 to 42. The Stores Department assumed the responsibility Of Operating the commissary for the Welfare Department. It was decided that by Iuly l, 19 32 , each factory would operate its own Stores along with its welfare and insurance programs. This recommendation came from the Manufac- turers' Association in an attempt to reduce the IMA's overhead during the crisis of the depression. Thus the IMA was to cut its activities accordingly and reduce its personnel. By Iuly, 1932, Store sales had dropped to $7,870.13 per month, and the Stores' net profit was only 50% of that of the previous year. This, of course, reflected the unemployment of the time. IRS Intervenes When the IFL came into existence in 1915, it immediately I became plagued with income tax problems. These problems were par- tially the result of the many unknowns that existed at that time in relation to the recently created tax law itself. For it had been signed into law for the first time on October 3 , 1913 , by President Woodrow Wilson.1 Another reason for the tax difficulty was the unique structure of the IFL itself which the IRS never quite saw as a true non-profit Organization . h 1Charles I. Gaa, "Income Tax, " The World Book Encyclopedia, 1967 ed., Vol. x, p. 88. .11 I—uaww d ”an :. " r;r: .'~r\ a -.-a~ ...-g .. u ':'(‘M"l ~oot FA‘ 0;. I not ., . . ."-A a ,. ‘ ‘0— ..1.., ‘_ 9. . . at . _.' . '1". A PF "up: NA \ ., n“- in. 91 Thus, the IMA had not been in Operation very long before it found itself being confronted by the IRS. The Ianuary 9 , 1923 , minutes of the IMA show that Iames Farber, Executive Secretary of the Manu— facturers' Association, and an attorney were in Washington, D. C. before the Court of Appeals seeking an income tax exemption in order to avoid a tax payment of $30,000 which had been accumulating since 1919 when the IRS assumed the posture that the IFL, and later the IMA, were subject to income tax. Despite Farber's appeal, the following year, 1924, another tax bill was received. On advice from their attorney, the IMA decided not to make payment until seizure Of their property was threatened, for this seemed to be the only recourse that would constitute a legal pro- test. However, the work of Farber and the Manufacturers' Association was not in vain for in 1924, Article VIII, Section 231 of the Mellon Tax Law was amended so that the IMA was exempted as one of the follow- 111g:1 local associations of employees , the membership Of which is limited to the employees of a designated person or persons in a particular municipality, and the net earn- ings of which are devoted exclusively to charitable, educational and recreational purposes . . . Following this amendment, Farber warned the Trustees not to do anything that would violate the language of the law and thus 1Minutes, IMA, "Special By-Laws Committee Report," February 6, 1925. ...-r" < ,bdi’" 92 jeopardize the IMA's exemption claim. They were further reminded that:1 . this particular article was drafted at our request and after unlimited work had been done by this organization and its friends in Congress with the assistance of various organ- izations, it was incorporated in the 1924 Income Tax Law which was finally passed by both Houses and signed by the President. If you will remember, this particular section was once thrown out by the Senate Committee and later reinstated at the eleventh hour and made part Of the bill. Prior to the Federal tax amendment, the Association had been forced to pay the IRS some $10,000, and even after the new amendment was in effect the Tax Commissioner held the IMA liable for a payment of $5 ,964. The battle continued with the IMA seeking a full refund by filing its constitution and by-laws with the United States Treasury Department along with affidavits based on the by-laws and the 1924 Tax Act. The IMA also let it be known that if refunds were not granted within six months , court suits would be initiated in an effort to recover their monies. In 1925 the IRS attempted to settle, but the IMA refused because they would not relinquish the right " to take the entire case into court at some later date. " This initial battle was concluded in 1928 when the IMA received a check from the IRS for $5 ,964 illegally collected income tax for the years 1918-1921. 11bid., February 6, 1925. .1. p.. U r,_ o.. \. a “a “.1“ . ’CC"/- ”and“ t .', V I .5...- Ape V.- m“. . wA“l~ "no“ I :‘N .3. ‘Il‘ “: h r- ocu~~:. ~ In» ‘ i‘ ~ . -‘_ ‘ ‘ _3:.... f .__N 93 This was only one of two types of tax battles with which the IMA was confronted during this decade and which continued to harass it through the years. The second battle centered on property tax. Local Board Intervenes During the depression the IMA was forced into a public hear- ing before the City's Board of Review concerning their property tax assessment. The issue was instigated by a previously mentioned small group of businessmen on Industrial Avenue across from the Buick plants who felt that the IMA Stores , not the general depression, were responsible for their present plight. Therefore they were protesting the rent-free status and the lack of property tax assessment on the ln-plant stores.1 At the hearing Rewey, the Managing Secretary, assured every- one that the IMA Stores would not undersell the stores in the city, nor Would they compete by selling items other than those of " immediate use and necessity to men while working . " Present at the Board of Review hearing were all Of the IMA Trustees. Flint's controversial mayor, William McKeighan, presided. The result was a precedent-setting victory for the Association, for M cKeighan lavishly praised the efforts of the IMA. He verbalized the great advantages which the City of Flint and its citizens had as the I‘esult of the great work of the Association. He expounded on the theme \ 1Minutes, IMA, "Board of Trustees Report," May 9, 1931. ”- .... < “- 1 d4 ,,,-. n .. ... . a 1.:“'| u. " 'v‘. l. I‘I' 94 that the city had reaped greater profits than it ever could deliver if the IMA were forced into paying taxes. McKeighan considered only whether or not the IMA should pay taxes and did not rule on whether it was unfairly competing with the local merchants. The outcome of the hearing was summarized by this statement:1 We find the IMA is an organization of the finest purpose in the City Of Flint; that it affects over 33,000 citizens of the city; that they have supplied the necessities Of life to the poor in times of distress; that their activity in the field of charity, recreation, education, etc. , by far surpasses that of any charitable organization in Flint; that the organization suffered financial loss last year in its operation . . . that personal property tax imposed on them would be of less significance and importance than the benefits derived at this time from the IMA. Another critical battle was won and the IMA had established itself more firmly, but the tax war continued through the years. ORGANIZATION DELINEATED Functions Defined The amalgamation process was never intended to discredit the Work and efforts of the FVFMBA and the IFL, but to consolidate their Strengths into a more effective unit. Therefore the IMA continued to Sloonsor and promote many of the same activities as before. It was basically organized with two divisions: 1 . The Benefit Department from the FVFMBA which specialized in insurance, benefits and banking. 1Minutes, IMA, " Board Of Trustees Report," May 11 , 1931. 1—‘7'1 ...,.. r. u- 9 -3; ‘ 54.1. c. '— U-Di': o p‘\~v< . ‘ ‘w Hui-eh. ‘AQP' "I. ”'9 O .: 3’»)... I» ' l ()1 ‘) *1 L 95 2. The recreational, educational and merchandising section which was largely from the IFL. Thus, one division continued to process claims involving insurance benefits and to administer the Workmen's Mutual Bank, while the other part continued to promote recreation, education and the factory Stores . BENEFIT DEPARTMENT Program Continues The original purpose of the FVFMBA when it was founded in 1901 was that of providing benefit programs for the workers in the Associated Factories of Flint. This move in Flint preceded the first workman's compensation policy (1910) by nine years , and the first employees' group life insurance plan (1911) by ten years.1 When the amalgamation took place in 1922, the Benefit Department formed the major component transferred from the FVFMBA, and services went on as usual. For tax purposes, one of the first changes in the By-Laws was replacing the word insurance with benefit. The purpose of this was to make it perfectly clear to the IRS that the IMA was not in the high profit insurance business , but was strictly a non—profit benefit asso- ciation. The non-profit aspect became perfectly clear very soon, for 1Irving Pfeffer, " Insurance, " The World Book EncyclopediaJ 1967 ed. , Vol. X, p. 242. 96 the incidence of illness soon forced a deficit in the Benefit Department. For instance, in the month of Ianuary, 1923 , $22 ,308 was paid out in benefits. This amounted to a deficit of $2 , 808. By Iune of that year, the deficit had grown to $43 , 477. Dort Returns Dort came to one of the early Executive Board meetings to reminisce about the early days of the FVFMBA and also to suggest why the present Association might be experiencing losses . He put forth the thought that the organization perhaps was not adjusting enough to compensate for the advancing average age of its members, for up to this time the only notable adjustments were these: 1 1. Increase in waiting period from five (5) to seven (7) days. 2 . "Female members shall only receive benefits for disability common to both sexes. " 3 . Benefits would be paid for only thirteen (13) weeks in any twelve (12) - month period. 4. If a worker were laid off, he could continue payments into the Benefit Association for three (3) months so that he could have extended protection while seeking re-employment . Dort suggested that an expert be called in to study the situation. Acting favorably on Dort's advice, the IMA called in I. H. Woodward, a consulting actuary from New York, to see why there was an excess outgo of 30% over the dues paid. He found these major 1Minutes, IMA, "Benefit Department Report," Iuly 16, 1923. lunar: 1.». .- . AI-hf" up: 'I; H A . p;~‘l.,~_ 1 Arap- J‘.‘....: an... ‘ . ~v».... .fi,‘ 1- "“ ‘.A»4‘ c 'VA- "it-u Hrs... .U'vv.‘ \ :flfi ,. 1.54 ‘1. D'fil'9v. ' a .‘v:“ '1' ._ a,“ ~‘F. ~.1 _-. I..“ "1. o ._ ,. .‘VJ . v I A (I '- 97 factors: advancing age of employees, epidemics, changing of jobs and loosening up in claims administration. His recommendations to put the Benefit Department back on its feet were: (1) an increase in dues; (2) payment only for the difference between workman's compensation and the benefits due; (3) payment of only those claims for which the department is liable. To help facilitate these recommendations a visiting nurse, Miss Leinbach, was hired to assist in investigating claims. She joined the social worker, Iohn Ehl, and the Association's doctor in this capacity. An indication of their service is shown by the number Of home calls made from November 7 to November 30, 1923. Iohn Ehl made 262 calls and Miss Leinbach, 319. The year 1923 ended with a 100% increase over the previous year's c1aims--7525 compared to 3751.1 Prevention Introduced Another tack considered by the Association to reduce claims and render a valuable service to its members was a preventive medicine program. Much Of this work was done through lectures in the shops and through the IMA News, the magazine for the factory worker. The manager of the Benefit Department made personal calls on factory author- ities to review health and accident reports in hopes of bettering health conditions in the factories. These meetings revealed that many Of the 1Minutes, IMA, " Benefit Department Report," November 13, 1923. ~‘ ,v- .." a ‘4‘ . ~r' . ”’11 -¢« . .11; ‘4‘. on. -.1. ’9. 1“.) ‘u 98 factories did not require a pre-employment physical examination and that because of the large turnover of workers, follow-up physicals in the plants were nearly impossible. However, this new procedure, drawing health concerns to the attention of the factory managers, caused more and more attention to be focused on "health conservation" within the plant. This more conscientious approach brought about quite a change in the Benefit Department. Instead of another deficit, the Ianuary, 1936, report showed $307,224 collected and $183,774 paid in benefits, with 26,829 enrolled in the program. The factory workers of Flint had been recipients of $1,923 , 867 from the date of the inception of the benefit program in 1901. In continued effort to honor only justifiable claims, it was advertised in the IMA News that those claims signed by chiropractors and Christian Science practitioners would not be allowed. Members found to have made fraudulent claims were denied future membership. Group Insurance Initiated The Benefit Department continued to prosper and provide valuable services to its members for several years, but in 1928 its gradual demise began, for General Motors instituted a group insurance plan. General Motors began by paying the IMA 10¢ per month per person to administer the plan. The GM Insurance, through Metropol- itan Life Insurance Company, offered $2 ,000 of life insurance with a 99 health and accident benefit of $15 per week at a cost to the worker of $1.50 per month. I. H. French, President of IMA, investigated to see whether this insurance plan could be extended to factories outside of General Motors if they were IMA affiliates. He found it was necessary for the IMA to continue the existing benefit plan for those not employed by General Motors. During the first ten months of the new GM Insurance Plan, $301,674 was paid for health and accident claims. Unfortunately, in 1930 Dupont decided to handle its own benefit deductions. With the depression on, any reduction in revenue was strongly felt. The status of the IMA Benefit Department is summarized as follows: Overall, $1,703.85 was lost in 1930; there were seven factories with l ,627 employees, of whom 1,172 , or 72%, made up the membership, from whom $972.65 had been received in dues in March, with $1,005.34 paid out. However, a 1931 report shows that $350,449.43 was left in the Benefit Reserve Fund which had been built up through the years . Now with only 697 persons left in the plan as various factories grad- ually added their own departments , all but $8,328. 40 of this money was transferred to the General Reserve Account.1 The year 1932 saw the closing of the IMA Benefit Department. This happened as the result of GM's transferring its insurance adminis- tration entirely to its Personnel Departments. The Audit Department of the IMA now handled any benefit claims which arose. Thus , a valuable ¥ 1 Minutes, IMA, "Audit and Finance Report," March 11, 1931. 100 and innovative service which had assisted thousands of Flint factory workers ended, but not before it had evolved and resulted in a better way for the people of Flint. BANKING An Unsuccessful Venture The IMA inherited, as part of the merger, the Workingman's Mutual Bank. It had been capitalized at $50,000, with its stock owned by the FVFMBA itself. The bank's primary reasons for being were to encourage workers to save by paying interest on savings, and make small loans to persons who could not get conventional loans because of their lack of collateral. Once the IMA came upon the scene, the banking venture became turbulent and short-lived. Perhaps this difficulty was partially the result of the By-Laws which had established the Workingman's Mutual Bank as a separate organization quite independent in its opera- tion and relationship to the IMA. The bank functioned by its own rules! Although it had been established primarily to serve factory workers in Flint, it did carry some accounts with persons outside the plants. In one instance a commercial loan was made to a company with a resultant loss of money and bank manager! The bank was ordered to discontinue having any "outside paper" , for it might lead to difficulties with the IRS . .Mj | .C'IRI ,.-rJ . . on a u n A o f.. v. ‘4“ . O 541:.. In)" (1) fl 1- 232‘ 01L at 5.... F~. ...: i‘. 6. 101 To counteract these deficiencies , the bank directors ordered a study of the Morris Plan which had been instituted around the country as a way of lending money to people who owned no property but needed financial assistance and at the same time protection from "loan sharks."1 Dispite these efforts , the bank operation came under pressure from some of the IMA Trustees . Bank President, Fred Weiss admitted that the bank had lost money, but he countered by citing the great amount of good it had accomplished among the needy factory workers. Weiss then challenged the critical trustees to make the motion that the bank be discontinued. When no such motion was forthcoming, he made it himself. In the discussion before the question was called for, Weiss again expounded on the reason why the bank had been established and on the good that it had done. He pointed out that 75% Of the loans made were for first payments on homes. Trustee Henry Trembly asserted that the bank was acting more like a welfare service than a bank, but he also pointed out how this bank was in better shape than many similar institutions . Weiss and the bank received nearly unanimous support. Despite this vote of approval, a special committee on bank— ing was formed for the purpose of making the bank function like the other departments of the IMA. All benefit funds of the Benefit Associ- ation were ordered withdrawn from the bank, and a Savings and Loan Department was established. 2 1Minutes, IMA, "Bank Directors Report," May 3, 1923. 2Minutes, IMA, " Benefit Department Report," Ianuary 2, 1924. no. Vs, ll" . 1 r. (1" I 'l 102 Philosophies Clash The difficulty here closely paralleled that experienced by the Stores' Department in the days before the merger. Those admin- istering the bank had not seen themselves there to make money, but to serve for the good that they could provide people! This same beautiful philosophy carried over to the newly formed Savings and Loan Department. The result was the same. Inasmuch as its funds were frequently tied up in delinquent notes, additional funds were requested from the Association. As the consequence of this type of Operation, the Chairman of the Savings and Loan Department was ordered to prepare a plan to dispose of the Department to an outside interest. On May 1, 1924, the Savings and Loan Department was discontinued and its assets liquidated .1 WELFARE A Need is Met The third major function of the Benefit Department came into existence as General Motors began to feel the crunch of the "great depression" in 1929. As has been noted, the IMA decided to get into the welfare business for the benefit of its members who had great needs at this particular point in time -- 1930. As unemployment increased, it became apparent that welfare 1Minutes, IMA, Board of Trustees Report," April 8, 1924. v 'P.‘ .u’v my; bl-oo . ‘0. fi- .. y 4 (1’ (1‘ (I: r , o. I)! I 5; «1. 103 services in excess of those being provided at the County level were needed. Many persons, including employers, were concerned about the inadequate care that factory workers Often received during such periods of misfortune. Therefore, the decision was made, in keeping with the purpose of the By-Laws , for the IMA "to administer actual welfare to employees in time of need ,"1 The suggested plan was really an expansion of the welfare program being conducted at the Chevrolet Plants . The program required each participant to contribute a small amount weekly, with the employer contributing a like sum. On September 24, 1930, with Iohn Collins serving as Welfare Director of the IMA, a welfare plan was adopted. It required each factory to maintain its own welfare section and to control its own policies . The factory Welfare Committee determined the eligibility of one Of its workers , compiled some basic background data and then referred such a person to the IMA's newly created Welfare Department for closer scrutiny and recommended action. This function was rela- tively easy for the IMA inasmuch as it already had social workers on its staff and also had certain facilities such as a warehouse which helped expedite the Operation. Thus it was that each factory controlled its own welfare fund, but the IMA dispensed commodities through its own supply department . lMinutes, IMA, "Special Welfare Committee," September 18, 1930. 104 MEMBERSHIP MAN DATED Memberships Combined In the planning of this welfare Operation, a major point of controversy within the IMA centered on whether employees should be able to have a welfare membership separately or must have it in combi- nation with the Club membership. With approximately 35% of all fac- tory workers living Outside the City of Flint, and in light Of the extreme shortage of funds, it was felt that many workers might Opt to neglect to pay for the Club membership. Therefore, the recommendation was made by the IMA's Executive Committee that approval of a combined member- ship be sought for these rea sons:1 1. The IMA was financially hurt by the adoption of the General Motors Group Insurance Plans. 2. The depression was greatly reducing the factory store sales and attendance at revenue-producing activities, while at the same time the IMA had expanded its free and nearly-free events because 'the trustees and staff feel that during a period of this sort the IMA should be doing its greatest service in trying to keep up the spirit of the workers. 3. The new auditorium and the IMA News were also creating weekly expenses. The recommendation further stated that twice the present membership could be provided with recreation if such a method of financing were approved, so that the welfare program rather than further impairing the function of the IMA, actually strengthened it. This 1"The IMA News , " Auditorium Souvenir Number. September 12 r 1929 , p. 7 . . A'.‘ A. ,... o r - v -o ‘ .. hr .ua' . u . -.¢ .. j. .p 1- 105 allowed the IMA to continue advancing the "all-around" welfare Of all factory workers and their families . The financing finally agreed upon required a payroll deduction of 15 cents a week. Five cents of this went to the welfare fund; how- ever, by October, 1930, the cost of active membership in the IMA, which was mandatory for welfare assistance, was increased to $7.50 per year of which $2 . 50 went to the welfare fund and the remainder to the Club to support the other activities and services. Meanwhile, the Manufacturers' Association sometimes contributed matching funds to the welfare fund as needed. For the first and only time in the IMA's history, membership became mandatory. At this point in the IMA's development, member— ship for all practical purposes became a condition of employment. This requirement was mandated so that money could be accumulated to sup- port the much—needed welfare program. A worker could disassociate himself from membership only by getting the signature Of his particular IMA Trustee on an official withdrawal form. This issue of membership had implications for both the union and taxation problems which were still to confront the IMA. Eistance Given Monetary assistance was not given to needy persons except in unusual instances, with efforts centering around the giving of fuel, Clothing, foodstuffs and counseling services. The program functioned PH» , a --.p‘ > no». 106 in close cooperation with city and county agencies which were being overwhelmed by the number Of requests for services . One of the first functions of the Welfare Department was to fill the urgent need for children's clothing so that they could return to school as soon as possible. The decision tO stock and dispense food in the IMA warehouse proved wise, for the dollars went farther and there was a minimum of criticism from local merchants .1 This lack of criticism was also the result of the IMA's allowing local merchants to dispense coal, clothing, meats and medicine. After servicing the initial rush, the welfare staff attempted to help families help themselves in as many cases as possible in order to reduce the total case load. A major function of the IMA News during this period was to assist with this educational effort by featuring tips on frugality. By Ianuary, 1931, nine staff members plus part-time help were providing services to 1,150 families. The rate Of increase at this point approximated twenty new cases a day. About 200 orders per day were being filled. 2 Another and unique service offered at no cost to the worker was legal service offered by Lyle S. Church, a Flint attorney . 1Minutes, IMA, "Special Welfare Report," Ianuary 8, 1931. 2Minutes, IMA, "Special Welfare Report," Ianuary 8, 1931. 107 Impact Cited The 1931 annual report shows that 2,822 home calls were made during the year and 1 ,300 families were serviced.2 Groceries cost about 75¢ per person per week; 1,100 children received clothing and footwear. 2 ,000 tons of coal were delivered. The financial records of the IMA Welfare Department appear as follows:3 Welfare Fund Balance in Fund 1 Ianuary, 1931 $ 1,951.58 Received from welfare dues 74 , 072 . 77 Received from employers' contributions 19 , 017 . 53 $ 91,138 . 72 Disbursements Food $ 55,506.45 Fuel 10,719.67 Clothing 2,681.71 Cash 1, 514. 68 Miscellaneous 11,375.38 $ 81 , 797 . 89 W S 9 , 3 40 . 83 The Welfare Department's annual report covering 1931 shows 2 a considerable increase in the number of families cared for--3 ,285. The cost for administering and operating this department for that year Was $6 ,428, but none of this came from the fund itself. From its inception, all Operating expenses were paid for by the Manufacturers' Association so that the entire welfare fund was freed for welfare work. x 1Minutes, IMA, "Benefit and Welfare Department Report," January 11 , 1932 . 2Minutes, IMA, "Benefit and Welfare Department Report, " Ianuary 11, 1932. . Mi U..~~r" ’ 1 «”33: ”‘-"1' (*- m‘...) . Pr-‘vn' Vv-l‘u. —_ ma 1... 1' 0.1Nf’f‘~ -. ' ‘4” ' a i _., r . w. l . a. . ‘~ I. . .i_:'v I” "'4 ‘4 108 In 1932 , the IMA distributed vegetable seeds and gave cash prizes for the best gardens. This proved popular and there were many seekers. Approximately 800 families were being served.1 The November, 1932 , report of the Benefit and Welfare Committee shows that 2,700 bushels of potatoes, 4 tons of Oleo, 818 tons of coal and many other items were dispensed in October. Controls Imposed A major change transpired in May, 1932, when, as the result Of severe financial problems, the Advisory Committee of the Manufac- turers' Association directed that many departments and activities of the IMA be eliminated. Furthermore, the IMA was advised to administer only those functions that could not be transferred elsewhere.2 Due to these changes , the Committee recommends that your association adjust its affairs accordingly. It is understood that this will necessitate the reduction Of your personnel and some of your activities . The IMA was further informed that all welfare activities would become the sole responsibility Of each factory with the IMA serving only as a commissary. As Franklin Delano Roosevelt's "New Deal" came into effect and federal assistance became available to factory workers, the IMA got out of the welfare field. The year was 1934 . 1Minutes , IMA, "Benefit and Welfare Department Report," April 12, 1932. 2Minutes, IMA, " Letter from Manufacturers' Association, " May 19, 1932. n- .l ”IA" ‘1 .m! 1 ‘1 p l . .. ‘uN‘ “ . n.4\ .a'lAi-avv n:0~1:“ Hp french-o .1” ’ I “"Ro nav U y. Itl‘v 5‘0— iccai pd: We. hours 35‘ :1.“ ‘1‘ "' 9407; a. 1 1..- .“V ”'33; ”F“ If, 1‘ A. 1... 0 .WI faFjl V Q l . 109 THE CLUB Facilities Described Meanwhile another aspect of the IMA was thriving. The per- petuation of "The Club" received a high priority. With the procurement Of the new bank facility in hand, the Club's development became the focal point of the Association, and did much to help the IMA establish a permanent domain in the community. For all practical purposes, the Club encompassed the top six floors of the new building plus the rooftop. This represented a big step forward for the IMA as now there was adequate space to program activities fully for members and their families. This Club was not only expansive, but was plush in the sense that it was both well- planned and lavishly furnished. Certainly it must have been impressive to the average factory worker whose standard Of living at that time did not allow for the well—decorated, well-furnished homes of many today. The impact Of these facilities and their long-term effect on the viability Of the IMA were important enough to warrant a brief description of the new facility. The seventh floor consisted of classrooms for the growing S':=l‘lool of Automotive Trades. It also had several parlors where people Conld comfortably entertain themselves and their guests . Eight bowling alleys helped keep this floor near capacity much of the time. There ‘ . [II-1 -1 f " FI-lpnoaa r \ vvzvimrn — tuna» nu . .31.le .‘ " ‘ M1 3 . W‘ifi» "' .4 I. 1'. C023,}; ‘ A u. "in. ‘V.J~S :A K» ‘LA B ‘ 1.1.: 50 1 , . 1‘; ~ a L‘MC 1 J A nflo v._3‘r t» r «L. .2", Aug“; P1 K V.‘ I "y . c) I ‘ 9 u 110 were also a gymnasium, social hall, dining room with an electric grill, shower and dressing rooms, and a checkroom. The eighth floor contained eight more bowling alleys, a popular billiard room and a small auditorium used for dances and various social functions. The ninth floor housed the IMA's general Offices Opening Off a large lobby. With a marble counter and bronze grillwork, it had a bank-like appearance. Eight more bowling alleys were on this level, along with a refreshment stand and another parlor and check- room. There were windows behind which an information clerk, a Club clerk, the Benefit Department, and private offices operated. The tenth floor was very popular inasmuch as it housed a ring for boxers and wrestlers , and a cigar and refreshment stand. The eleventh floor was a prized possession of the Association. It contained a large and lavishly furnished lounge. It had reading rooms for both men and women. But the most popular facility was the 60' x 90‘ fully-equipped gymnasium encircled by a balcony con- taining a cork floor running track which doubled as seating space for Spectators. The twelfth floor boasted a well-equipped kitchen and a large dining room which was open to serve the members . The roof was even utilized in an aesthetically spectacular W331. Its tile promenade, with a large parapet wall around the front :v-i Si."F . ...4 ‘4-‘ r V . one up r ...L uuybh~ )- AF )- "\ qu::' 1- ‘fi11y191: _' ”va ' Au. , _ El'f’i‘ a; C.“ “in: 111 To complete and sides, protected the people enjoying the atmosphere. the metropolitan roof-garden effect, it was embellished with porch boxes, hanging baskets and palms. Activities Thrive An anonymous writer in an unpublished report praised the management of this facility for being diplomatic, prudent and efficient in its Operation: It (the management) exercised wise discretion in arranging and furnishing the club and in selecting activities that appealed to the largest possible number Of peOple. It also was a place Of considerable dignity, especially when the background of the average member is considered, and was never a rough house or place of immoral conduct. This same source told of the Club serving everyone from the highest to the lowest class in a true "melting pot" atmosphere where cliques did not form, but true fraternization took place. Nor were the Club facilities and activities monopolized by any one group. The income to support this excellent establishment came from membership dues of $5.00 per year. Admission was charged only for special events. There were charges for bowling and billiards. Some money was brought in from the refreshment stands , but because of the low prices, profits were minimal. During the three-day Open House held in September of 1923 , 3 5 r 000 attended. Saturday night attendance at the Club from then on \ 1Unpublished Report (on file in office of IMA) , Flint, M 1(Thigan . .J‘IL‘L‘ R . ' cup-'nn -.. .. .e .— ‘ 1 I 1 "'6? n V..~.1.».., . ”IVA!- JE. vl'v'; Y‘ 01 ‘I m .1 "’12. '1 I I v 111‘“- I i 11.4.“. . 'd“ P! A‘ “-.. \ u 1 'AH ~'.. 3. I ~' “I u i’i" 112 averaged 3,000 to 5,000 persons.1 It was truly the social center for Flint area employees and their families. The Club slogan -- SOME- PIACE TO GO IN FLINT -- was not an empty phrase! THE AUDITORIUM Demand Dictates Expa ns ion By the mid—1920's the IMA found itself in the position that Iames Thompson, in his book Organizations in Action, described as an association with "excess capacity." In such cases these organizations often diversify so that in actuality they expand their facilities or services. The result is an enlarged domain.3 In the IMA's case this domain enlargement was the result of the popularity Of the activities being Offered by the Association. How— ever, the resultant overflow crowds threatened by sheer numbers to affect the quality of activities . This in turn threatened the IMA with the need to expand despite its "excess capacity. " With crowds being turned away because of inadequate space, the IMA faced the alternative of failing to service large masses of People and dealing with their dissatisfactions or getting into the audi— torium business, for Flint, a city of 156,000 people was without a civic a uditorium . fl 1Minutes , IMA, "Board of Trustees Report, " October 9, 1923 . zIack Petrill, After the Whistle Blows , (New York: The W1lliams-Frederick Press, 1949), p. 9. 3Iames D. Thompson, Organizations in Action, (New York: MCJCBraw-Hill, 1967), p. 37. A1 4 .v..1.t‘.4 1 Rfir ‘5 r 5 \. vV-Aub .4 n. ‘ A li-Rnw‘p ‘~vu.-.a.. wre.’ (D ()1 “An. ..‘ H‘J...l:'.u_ : § ”(J-1.1; 113 In September, 1927, the Board of Trustees chose the latter course and took an option on the 210,000 square foot Randall Lumber Company grounds for a price of $200,000.1 Plans Underway Early in 1928, a special Auditorium Building Committee was formed for the purpose of planning, contracting, and seeing the construction of the Auditorium through to the finish. This committee became very active, first undertaking visitations to cities such as Cleveland and Minneapolis to view and learn about their auditoriums. It is interesting to note, in light of later events, the fact that the Committee decided very early that this structure would not contain ice Skating facilities. One of its early basic decisions was to construct a 1 , 000-seat facility with a floor surface of 90 feet by 150 feet to be bordered on one end by a 50 by 90 foot stage. Six leading architects and engineers from throughout the nation were granted thirty-minute a Llcziiences with the committee to detail their concepts of the facility a nd also the cost factor. In April of 1928 , the architectural contra ct for the Auditorium We 8 let to Smith, Hinchman and Grylls. By Iune, they presented their tet‘ltative plans calling for an Italian Romanesque styled exterior of \ 1Minutes , IMA, "Executive Committee Report, " September 19, 1927. 2Minutes, IMA, "Special Auditorium Committee Report," “larch 6, 1928. 90 .- ulr I! .ré ~l “iv ‘ “we. _ . .v p"‘. .« .11.. 4 CA5” 1'4... .. “N A 5.; v ([3 ...1i .-1 J. ’R . '-6-‘ . '16:: h \‘u; V ‘IE-‘b . . H'ia IK.“ . ‘« 1‘. I ‘ F n“ 3%,; ‘1‘ l on... ‘1 I.‘ I r ‘1 i 114 brick and precast stone. The lower levels were to have lounges, concession stands, alcoves , checkrooms , and offices. The wings on each side of the stage would have three levels. The first floow would contain a medical examination room, training room, steam room, receiving area, ushers' lounge, and a maintenance office . Locker and shower rooms were to be on the next floor with the third floor housing dressing rooms for theater groups . If constructed, this fine auditorium, with a planned seating capacity of 6,266, would be the second largest structure of its kind in Michigan. The balcony was to contain permanent upholstered Opera Seats whereas the main floor was to have portable upholstered seats that could be moved for certain events. The building was to be acous- tica lly treated and nearly fireproof. It was to have an excellent Ventilation system, and be well equipped. Construction Begun These plans were approved and by September of 1928, the Randall Lumber Company buildings were being razed or moved for fliture IMA use. Sollit and Sons of South Bend, Indiana , was awarded the general contra ct with the agreement that they would use local labor and operate under closed shop rules. I. H. French, President of the I MA, broke the ground for the new building on a rainy Sunday morning 1The IMA News, Auditorium Souvenir Number, September 12 , 1929, p. 5. r~ “1' 0": v. i.'11 .. .11. .A'- ‘..p:l"f “‘45-. .1 Fifi.» Ct-AA - * a In a. Dyan a . ,1, v.4... n . ‘QN 1 O ~-ee. 115 in October. The completion date was set for Iuly 1, 1929. Mr. Hotel- ling of Buick was to serve one to two hours each day, at no cost to the IMA, as the IMA's inspector of the new building.1 Auditorium Opens The cornerstone Of the Auditorium was laid on Iuly 15, 1929. Thirty separate items were enclosed in a copper box in the cornerstone. A partial listing shows such sundry articles as these:2 Photos of Messrs. Dort and Bassett Copies of Auditorium Committee Meetings Small Bible United States Flag Photo of Randall Lumber Company site Photos of Auditorium construction progress Copies of IMA News Names and addresses of IMA Trustees Descriptive booklet on IMA IMA By-Laws An insurance policy of FVFMBA issued to Arthur Lolle, 1908 Membership report Report on store sales —-1929 Names of past presidents of IMA Complete financial statement as of Iune 30, 1929 During the ceremony, Ray Brownell, Mayor of Flint and former President Of the FVFMBA, and Forrest Boswell, Director of Personnel at Buick, Spoke on the "Past, Present and Future of the IMA. " The Buick Experimental Band performed for the momentous occasion. The Auditorium was an immediate success. Managing seczretary, Ormund Rewey, was given the authority to use his judge- \ 1 Ibid., p. 6. 2Minutes, IMA, "Auditorium Committee Report," Iuly 20, 1929. a n “7‘ n ..—-v- .unv-A' 1.95 V' poo-n. — l-..- P!“‘i Lyn-.1 r‘rAI-g,: In. -‘J ‘ . r 4 1...1l m 9" If “““I-u 1 ' 1 ’I‘Ifl New; LA! ‘ ~J 116 ment in booking attractions and renting the facility. Rates were to be attractive so as to "build good clientele" and attract the masses to the Auditorium; thus the IMA was further contributing to the cultural, recreational and social well-being of the Flint community. So, most events were scheduled at a "popular price" on the theory that it is better to serve more people such as 6,000 at $1.00 each than 2,000 or 3 ,000 at $2.00 each. As the result Of such thinking and excellent prOgramming, the IMA Auditorium became and remains a landmark in Flint and Genesee County. The total cost of the Auditorium was $1,196 , 751 and was financed through accumulated funds , a 6 percent $600,000 ten-year bond issue, plus a $90,000 loan from the Union Industrial Savings Bank.1 The IMA voted to put $5 ,000 per month in a sinking fund toward bond retirement. Little did anyone realize what the next decade would bring! However, certain precautions had been taken. Unusual Controls Established With the great depression about tO descend on Flint and the nation, a curious happenstance took place in view of the large debt JIncurred by the IMA in building this grand edifice. The Advisory CEornmittee to the IMA from the Manufacturers' Association directed the IMA to appoint a committee to act as trustees for the time it would tZake to liquidate the indebtedness . These trustees would act only in \ 1Minutes, IMA, "Board of Trustees Report," Iuly 11, 1929. «~r'7" . 11. ”3- 1 ob.‘ . _ . .vn I.‘ .d‘H’HI 11.1on >— u .uv- 1 A1 1"" woo—b1 v A 1‘) ~15: '0 5“ ( F‘nla 1‘ u.-/~-. o. :31 -In\ In .. “"0“: A,» "w. ~. h. “‘3‘ 117 the event of financial difficulty during which time they were to be in control Of the entire Board of Trustees . The rationale of this was that it would serve as protection to the IMA in the event of any new Boards being selected which did not have the same knowledge and understanding of the problem as the current one had.1 This arrangement presented an ideal study of hierarchy and oligarchy at work. The motivation for this action appeared to be that of seeking as much closure as possible in the organization. All this happened without the knowledge of the membership at large which, for the most part, seemed contented with the overall operation. RECREATION Programs Boom Recreation was a natural contribution for the IMA to make, for its predecessors had placed much emphasis on its importance. Thus recreation immediately became a vital part of the new Association. This is demonstrated by the enlisting of 7,751 persons in the 1923 recreational membership that was promoted to " stress friendliness among members. " As the working day shortened, the IMA girded itself for the increased need for leisure-time activity among its workers. The major thrust, of course, was the acquisition of ideal club facilities in the lMinutes, IMA, "Board of Trustees Report, " Iuly 11, 1929. ,4 o. . i 1, CII\ V 1.9». uro‘v‘ u Rnwfiivl 5.1.11.141 1:1 3'.- J 1’5" hv1 vL ' ' My." .b‘lg‘ a i I ‘ N .11 wwfi- ‘1- u A vfi‘fl. '11.”. 1 118 new Industrial Savings Bank Building, the continuing development of the rural Potter's Lake resort facility, the building of the large Auditor- ium, and the acquisition of Athletic Park located immediately behind the Auditorium. With these facilities in operation, the IMA entered into a unique type of industrial recreation inasmuch as it not only conducted a program for all its members, but was also responsible for in—plant recreation as determined by the various plants. Immediately after the new Club facilities were occupied, the crowds arrived to make use of the gymnasiums , bowling alleys and club rooms, with the many activities programmed in them. The Recreation Director at this time was Bill Power. Monday night saw the gymnasium scheduled for the girls , and Wednesday, for the men. Tuesdays and Thursdays were reserved for formal classes and inter- factory basketball. Shop parties and entertainment were booked on Fridays, with special features such as boxing and wrestling being lined up for Saturdays. Sunday found the gyms open all day. Likewise, the bowling alleys remained filled, and by 1926, there was discussion of renting the seventh floor to install more alleys .1 The Minutes of January 4, 1923 , show that the IMA was seek- ing ten men with bowling ability and "natural disposition" to make them "harmonize" into a team to represent the IMA in the American Bowling Congress Tournament . lMinutes, IMA, "Recreation Committee Report," May 10, 1926. ‘U‘ R'LPK". "‘ -< ‘ v... ... .. A. «r ‘r‘ ..i... I... ‘ l .'_"I ‘n w A’ 3- .t \. FR 9 ya.“ ," ‘aa.“ ‘v‘ v 119 Another popular recreational activity during the early days of the IMA was Sunday shows presented by the Redpath Lyceum Bureau. For instance, in 1927 the Recreation Committee contracted for fourteen programs for a price of $1,725. Also about this time, the IMA decided to get a license to promote its own boxing shows. During the next few years , this along with wrestling proved to be a major attraction. In 1926, Managing Secretary Hatfield was directed to organ- ize a first-class basketball team to represent the IMA.1 However, by 1928, this promotion left the Association faced with an $11,000 deficit, so it was decided to discontinue professional basketball in favor of concentrating on inter-factory games instead. This is interesting in light of another professional promotion attempted by the new Recreation Director, Oscar G. Hendrian, who got into difficulty as the result of forming "Flint's Own Football Team" .2 The IMA refused to accept any responsibility for deficits incurred and Hendrian himself was instructed to play no more professional football. This led to his dismissal in the same year, with the position being held open until further notice. Petrill Arrives These examples are significant, inasmuch as they not only 1Minutes , IMA, "Recreation Committee Report," October 11, 1926 . 2Minutes, IMA, " Executive Committee Report," November 24, 1926. ('13 I luv. nu. s—.. 1“ u... I'h "n- (u (I) O :N: ‘1'; 120 set the stage for the IMA's future philosophy in promoting athletics , but resulted in the June, 1928, hiring of a young man, Jack Petrill, as the new Recreational Director. Petrill, a native of New York, came to Flint from community center work in Detroit. He had an excellent background in recreational work and made a great contribution to the IMA and its members. Petrill earnestly began promoting recreational activities geared to the worker. Crowds were so large that a starter had to be hired to help move crowds up and down in the elevators . Petrill further showed the IMA's new outlook on professionalism by disapprov- ing the importation of baseball players "who are carried on the payroll just for ball with no intention of working alongside others . " A motion was passed that a player must be an IMA member at least 90 days prior to playing baseball. One of Petrill's loves was the training of young men in box- ing. They formed the IMA team and traveled to such places as Grand Rapids and Gary, Indiana, putting on their excellent shows. Petrill‘s report of November 1 2, 1929, gives one some idea as to the scope of the recreation program. There were co-recreational activities in modern dancing, clogging and tap, art instruction, dramatics, archery and others. Women's activities centered on gym programs , reducing, natural dancing, basketry and reed work, gift- making and sewing, glee club and artcraft. Children's offerings “10111de dancing, clogging, craft and dramatics . \ fl. ' A; l .‘L lub- , . . Q. 3:... .0. as... i1 v I ' 1‘ u. \y_.n ‘1“ .‘.v-..,. ‘ “'5: n. “‘v é» p U I ~vw. A | .‘ ~y‘1"“r ' I Pal~§: 0'. ‘ 121 Petrill also established recreational programs for persons who chose not to partake in the more athletic types of activities--—a series of lectures on ”The History of Civilization, " a Literary Club, a Coin and Stamp Club, a Checkers and Chess Club, and an Applied Psychol- ogy Discussion Club. The enrollment in these activities was over 300. Mass Activities in Auditorium With the completion of the IMA Auditorium in 1929, the Recreational Department was able to schedule major indoor events for the first time. Thus, by 1931 the Club membership was 32,704 as people massed to the Auditorium for such productions as "The Rocket, " a stage play put on by the IMA's hundred-member drama class .1 The Auditorium became "Flint's dance center." It continued as such for many years. Sunday vaudeville averaged 12,000 persons per perform- ance. 4,000 children attended the Christmas party. In view of what took place approximately 35 years later in relation to ice hockey, it is interesting to recall that in 1929 the IMA received a letter from the Toronto Maple Leaf Hockey Club proposing that the Association sponsor professional hockey in Flint. Another overture was made by the American Basketball Association which offered the IMA a franchise for their beautiful new Auditorium which was formally opened in September of 1929. Both offers were rejected. lMinutes, IMA, "Recreation Committee Report," March 5 , 1931. " ' ‘J‘ , w. .unl ‘ l P‘I‘" “ . nun . ”9“... ”on. All 122 Athletic Park Acquired In Iune of 1928, the City of Flint received $100,000 from the IMA for the purchase of Athletic Park, a four-acre site immediately behind where the new Auditorium was being constructed. This became a major acquisition for the Association and provided its membership with--1 . . . as good a baseball diamond as can be found in the state outside of Detroit. Three thousand spectators can find places in the grandstand and several thousand more can be cared for on temporary bleachers . Ample space is available for football and soccer fields with adequate seating space left over. Plans are now underway for the laying of a quarter-mile track, so the factory track meets which have become so popular during the last two years may be conducted . . . Commodious dressing rooms, lockers, and showers are conveniently located under the grandstand. At the present time baseball, boxing and wrestling in the summer, football and soccer in the fall, and skating in the winter are enjoyed. This was a major move inasmuch as 1930 saw interest in base- ball waning in favor of a game called softball which was cheaper to conduct and was "stirring up considerable enthusiasm. ” Athletic Park provided an ideal setting. lake Remains Popular Potter's Lake , which had come to the IMA from the IFL, con- tinued to be popular with the workers and was one of the new IMA's major assets. The Memorial Day record of the 1923 annual picnic 1The IMA News , Auditorium Souvenir Number, September 12 , 1929 . ,.q~ .vu-l 4." J Ff: CD N . “levy. .H" sy 95“., h Vy H ‘.‘ J . .v “S. .I.r,‘ o... Va N.‘ ~~ ‘5 123 read a 5 follows: 1 . . . The morning of May 30th dawned bright and clear, and soon all roads to Potter's Lake were lined with truckloads of happy families bound for a real day's pleasure. The trucks were borrowed from the plants, but many of the 8,000 persons traveled by private car as was indicated by one account: "There is one thing certain--there never were as many cars at Potter's Lake in a single day before " . The Memorial Day Picnic in 1924 was highlighted by a wedding ceremony. The Managing Secretary, Carl I. Hatfield, and the Recrea- tion Director, Will Powers, selected the couple and procured a minister. Other features of the day included free ice cream, coffee, dancing, a performance by the Salvation Army Band, a track meet, and a harmonica contest. During 1924 , it was voted to rename Potter's Lake "The IMA Park" and all signs henceforth so read. It is interesting to note that through the years, both names have been used interchangeably with the Potter's Lake designation probably more prevalent. Approximately 12 .000 workers attended the 1926 annual picnic. The new pavilion was finished and a "good" bathing beach available. The IMA conducted a beauty contest to select "Miss Flint" . Adminis- tratively, 1926 saw the IMA Park consolidated into the Association's Recreational Department. 1Minutes , IMA, "Real Estate and Building Committee Report ," May 31, 1923. "I- V‘ Pf“. hr. ' A ua‘ 124 Although the IMA did not get into the golfing business for many years , interest in acquiring a golf course is mentioned rather frequently in the official records. In l927 an lB-hole layout was planned for the Park. The course would have cost $40 ,000 to build and would have demanded another $10,000 yearly to maintain. The plan went through the various committees , but was tabled because of the major undertaking of building the large civic-type auditorium. This proposal remained tabled indefinitely, inasmuch as the building pro— gram was followed by the depression and shortly thereafter by World War II. Good'news for the resort was received in 1927, however. The miserable, barely negotiable, muddy road from Flint was to be paved all the way to Lapeer and be designated as M-Zl. In 1928 the caretaker built five more rental cottages. Outboard motor boat races were the big events of the summer. The Buick Band was contracted to play three concerts at Potter's Lake. More improvements were made the next year. Ten more cottages were built along with a 1 ,000-seat baseball grandstand as part of a $20,000 improvement program.1 Despite the continuing depression, 1930 was a good year for the Park. Over 100,000 persons enjoyed the facility which featured lMinutes, IMA, "Recreation Committee Report," September 9, 1929 . 125 such events as a motorboat regatta , Michigan AAU diving and Swimming Championships, family days , band concerts, all-sports day, fireworks , picnics, baseball, and dances. The next year saw a "modern lighting system" for the Park designed by Consumers Power Company and a gasoline filling station erected by the IMA at the Park's entrance. This season was culminated by a two-day circus which was climaxed by the giving away of a used Chevrolet automobile . Activities Expanded In addition to all of this, a Rod and Gun Club with a member- ship of 1,131 was formed, and golf driving equipment was installed in the Boutell Garage on Chippewa Street. Furthermore in 1931 the IMA was renting gymnasium space from the Flint Public Schools which later gained fame from their community school concept; the Association was attempting to get the Board of Education to change their policy of not allowing fans into the schools to see any of the games. In May of 1931, the records show that some workers wanted an outdoor golf driving range established, but the Central Recreational Committee voted the idea down. However, the workers , now beginning to sense their power, passed around a petition and gathered 200 signa- tures. This expression led to a field adjacent to the Mott Golf Course, along Sunset Drive, being set up as a driving range. Certainly the IMA was providing for the recreational needs of . ,,'I!!' .4! ‘ 1' . . . \M-An hvuJVn ____ x v ’F’Y A‘— ~-I\l\nu., .4 .. ,1 A‘O "‘ vu . "w (P, . \ A'L‘A». , “"J.. a h.“‘ C t “‘ty . AR: .7" 'A "“v. \ ‘- -.- 126 its members. It was also gaining prestige in the field of industrial recreation, but troubled times were upon them! EDUCATION School Continues The IFL had been founded in 1915 for the direct purpose of offering "extension" educational opportunities to the workers . Even though the IFL had spin-off programs of significant scope and size, education remained one of the primary functions of the IMA following the merger of 1922 . With the arrival of Major Albert Sobey in 1919 and the ensu- ing formation of the IMA in 1922, a new era for the Flint School of Automotive Trades had begun. With the new organization came exciting plans to devote an entire floor of the new Industrial Savings Bank Build- ing for its use. Enrollment reached 468 students by November of 1922.1 Despite these positive signs, some severe financial problems had to be solved before the school could further forge ahead, for in the previous year, the Educational Department had encountered a $10,000 deficit. Consequently, it was forced to request the Manufacturers' Association to bear part of the educational budget for the following Year. Only after careful examination of the proposed floor plan for the 1Clarence H. Young, and Robert E. Tuttle, The Years 1919- 1\9§9. . . .A History of General Motors Institute, (Flint: General Motors Institute, 1969), p. 21. 127 new facility, which would cost an additional $20,000, and scrutiny of the budget, did the Manufacturers' Association vote to support the school and provide necessary funds . They also donated to the IMA the school equipment which the Manufacturers' Association owned . Automotive Service Program Begun An important new program, introduced in 1922, was for training mechanics in the expert servicing of Buicks throughout the country. This Buick Authorized Service Program was vigorously backed by Edward Strong, the General Sales Manager, and Harry H. Ba ssett, the General Manager of Buick. 1 As will be detailed later, Bassett greatly influenced the future of the school by promoting it among the top executives of General Motors. The course represented the first full-time course of instruction of this type ever offered. Another program which had begun in 1922 and was proving popular was the School of Management Engineering which had been established to train foremen and men for executive positions. Those who availed themselves of these opportunities were often rewarded by promotions and transfers . This tangible evidence of the advantage that additional education offered further stimulated interest in and growth of the school. Along with these programs , individual courses continued to be added. 1113101., p. 22. * 128 Name is Changed In Iune of 1923 , it was voted to change the name of the educational enterprise from the School of Automotive Trades to that of Flint Institute of Technology.1 It was thought that the new name more accurately correlated with what the school was actually doing . Interestingly, before the name change vote was finalized, the issue of whether the name IMA was submerged too much for people to know who was behind the school was thoroughly discussed. By this time, the school was operating out of the eighth floor of the bank building and had 25 machines "with a splendid as sort- ment of small tools, making it one of the best equipped shops for student work in this section of the country". Sobey was authorized to add three more teachers: one chemist at a maximum of $250 per month and two auto mechanics at $150 per month. 731 students were now enrolled in the 68 evening courses and 12 day courses. Interest was being stimulated through frequent articles in the “Industrial Mutual News" which was now being published for the factory worker. The total enrollment from October, 1919, to March, 1924, was 5 ,454-- a tribute to a young organization and its predecessors and a real service to the Flint community and its workers . To emphasize the importance of continuing education, Sobey had placed in gold leaf on the eighth floor bulletin board -- "THE TRAINED MAN WINS . " 1Minutes, IMA, "Board of Trustees Report," Iune 12, 1971. 129 Direction Changed Significant courses were added in 1924: courses that identified and guided the young school as it evolved into a large college. These courses were Cooperative Auto Mechanics , Cooperative Trade, and Cooperative Engineering. The principle of cooperative edu- cation revolved around a student's attending school full-time for a short period of time and then being assigned to a factory job for a short period of time in some sponsoring plant. This approach gave the student a feeling of relevancy about his class work while also offering an opportunity to earn his own way. An excellent description of the beginning of this program is offered by Clarence Young in the book titled, The Years 1919-1969 . . . A History of General Motors Institute. In this account, Young quotes Sobey himself:1 As applied in our planning, it (the cooperative train- ing program) placed emphasis upon coordinating the con- cepts of apprenticeship and a college engineering curriculum into a dual program in which the plant phases would be as important and as carefully organized and directed as the college phase. On my recommendation, a special committee of the Industrial Mutual Association was appointed to work with me on the development of the Cooperative Trade Program, and a joint committee of the two associations was appointed to direct the development of the Coopera- tive Engineering Program. After considerable discussion, it was decided that both cooperative programs would be conducted by the Flint Institute of Technology. and after consideration by 1Young and Tuttle, pp. cit., pp. 25-28. 130 the Board of Directors of the Industrial Mutual Associa- tion, both programs were approved for initiation in the fall of 1924. The students were to spend alternate per- iods of four weeks each in the plants and at the Institute. The Cooperative Trades Course was carried forward with rather indifferent success for several years , but in time it became evident that apprenticeship was essentially a local plant function, and the course discontinued. The Cooperative Engineering Program, however, very quickly began to demonstrate its possibilities. Consid— eration was given at first to calling the program Management Engineering . This was not done, however, for fear of implying a promise of something which could be achieved only by the individual himself after graduation. The pro- gram was therefore called simply the Cooperative Engineering Program. A general outline was prepared for the entire four years , but only the first year was detailed in definite form at the beginning, thus making it possible to modify the details of the following years , year by year, in the light of experience. The announced aim Of the program was to give the student a thorough training in the theory and practice of engineering and its application to modern industry, particularly the automobile industry, with a view to develop- ing technical work in Flint plants. In other words , the aim of the course was to develop the executive type of engin- eer rather than the analytical or research type . . . The plan of organization of the new cooperative pro- gram corresponded in general with that of other cooperative engineering schools with, however, a number of distinctive and significant factors which were summarized in the following forms: I. The apprenticeship concepts 2 . A dual system of selection of students a. All applicants required to meet educational qualifications of the Institute b. The cooperating plant to make its selection from qualified applicants and to hire them as employees in training for future responsibilities in its organization 131 3 . Each plant to determine in advance the number of students to be entered each year in order to meet its future needs . The total admitted by the Institute is the sum of the quotas of all the cooperating plants. 4. Since the students are 'employees in training' of their cooperative plants , the plant phase of the pro- gram is the responsibility of the plant management. This introduces into this most difficult phase of any cooperative program the force of intelligent self- interest on the part of the management of the cooper- ative plants . 5 . With these advantages , work experience training programs are organized for each student each year in advance with the cooperation and advice of the Institute. 6 . A system of coordination reports serves to tie the plant and Institute phases into a well-coordinated program. All of these educational programs were under the general supervision of the Educational Committee of the IMA. It recommended such programs as the above-mentioned to the Executive Board for approval. The Committee dealt with resolving problems such as budgetary concerns over the rising costs of expanding the school. Originally, prior to the formation of the IMA, the students were to pay two-thirds of the cost of the courses and the sponsoring factory the other one-third. At this particular time, 1924, it was decided not to raise tuition, but to see whether the Manufacturers' Association would again assume part of the expense inasmuch as they derived many bene- fits from well-trained graduates of the school. As usual, the Manu- facturers' Association agreed to assume 50% of any deficit up to $12,000. . ‘l—ufl' Naomi I 1. " F,» J 11' .e, 132 Coogarative Program In reporting on the Cooperative Programs, Sobey again pushed for improvement in the school. He stated that, as the school expanded, it was1 . . . increasingly difficult to maintain high standards of instruction that made the development (of the school) possible. Full-time men are needed in charge of the more important departments to stabilize and coordinate the instruction. It is also important that the education plant be used productively as many hours per week as possible. The Cooperative Program met with difficulties in 1924 as the result of a severe business slump. Employment in Flint dipped from 33 .092 in March. to a December low of 16 .995 and resulted in can- cellation of the 20 cooperative jobs arranged for forty boys on an alternating basis between job and school in the Flint area plants. Sobey managed to get 10 of the jobs rescheduled for 20 students.2 Despite the economic conditions, 1924 saw the school expanding its offerings. and through an extensive enrollment campaign. the school boasted 850 students in the fall of 1925. "Earn While You Learn" type slogans drew attention to the fledgling executives. The Authorized Buick Service Course was kept filled to capacity and it claimed students from countries as distant as Poland. Russia, and England. Much of Buick's success and the school's can be attributed lMinutes . IMA, "Educational Committee Report," May 27, 1924. 2Young and Tuttle, 92.31;. . p. 28. .— _ ’7-" u or ‘n .5 nu. In"- V-V. f‘la ll ‘A.V ‘ I ’3. 171‘ (I) r > (T (D 133 to this course. Arthur H. Sarvis, Service Manager of Buick. summarized its importance:1 The automobile industry has now reached a stage where its production is limited by sales. and sales are very largely determined by service. Practically all the companies have developed their physical properties . their equipment and personnel to a point where increased production is easily possible. Sales are the limiting factor and without question the most important factor in sales is the goodwill of the customer which is developed and conserved by the service which is rendered to him. GM Takes Over There are two versions as to how General Motors took over the "IMA School" which are related by Clarence Young in his section of the book on the history of General Motors. It seems, however, that Sobey saw the limited growth possibilities of the school's existing facilities. and that Harry Bassett of Buick, who had been supportive of the school from the beginning, saw its potential for General Motors. Through the joint effort of Bassett and Sobey, the President of GM . Alfred P. Sloan, Ir. , and his board were sold on providing a new facility for the school. Bassett did not make his pitch to GM , however, until after meeting jointly with the IMA's Executive Committee and its Audit and Finance Committee. At this time Bassett agreed to go before the Executive Board of General Motors and ask them to construct a build- ing for the school. First, however. the IMA had to agree to continue 11bid.. p. 29. J vans...» war I. '9; . 0., o» ,‘( u 54‘ A’A .- i..i.a, ‘ '- up. r,- «i. 5.- A‘NW EX”... . o3” - Ds ”Irv. .",w A. a"..‘ :P-v‘p- ”fi’n “Mr. .V 1:. w (I, 134 to take an active part in the school. and to put into a sinking fund an amount equivalent to 10% of their net earnings to meet any emergency the Education Department might face. It was further agreed that a committee comprised of IMA Trustees and Manufacturers' representa- tives were to be advisory to the school. In essence , General Motors owned the building and the IMA had rent-free use of the facility, but paid the operational costs.1 The probable reason for the IMA's going along with this approach was summarized by Robert Longway's report at this meeting that the school could break even, but needed approximately $100,000 more in equipment if it were to be one of the best schools of this time. Additionally, the school was getting too large for the organizational make—up of the IMA. Once this decision was made, General Motors met with the Trustees of the IMA and offered to buy the school and provide a new facility. This offer was accepted. By October, 1926, the new building was under construction on a nine-acre site at the corner of Third and Chevrolet Avenues. The name of the school was changed to the General Motors Institute of Technology in 1926, hereafter referred to as GMI. but it was still affiliated with the IMA. 1Minutes. IMA, "joint Executive Board and Finance and Audit Committee Report." June 10, 1926. 135 Sobey made plans to move into the basement of the new build— ing by December 15. The school was to occupy all 65,000 square feet by February 15. During this year of 1926. the school prospered, show- ing 1,000 students enrolled in the winter term and a profit of $1,400 for the year. The transfer to the new building was completed on April 15 , 1927, and the formal dedication was held on Iuly 19, 1927. Among the more prominent persons present were Alfred P. Sloan, Ir. , Charles, Fred and Lawrence Fisher. Charles F. Kettering, Charles E. Wilson. Pierre S. Dupont. William S. Knudsen, and Edward R. Stettinius.1 E. T. Strong, President of Buick Motor Company, acted as chairman of the event. Tributes were many, with Sobey and the IMA receiving their share . Sobey responded by giving a brief chronolOgy of the Institute and pointing out that there was an anticipated enrollment of 2,026 students for fall. Later that evening. I. H. French, President of the IMA. told of the great Association that he headed which was comprised of 38,500 of the 43 .000 men currently working in the fac- tories of Flint. The first Board of Regents was selected in 1927. It was made up of these persons from General Motors: President and Chairman. Edward Strong of Buick Vice President. Charles F. Barth Secretary, T. S. Merrill 1Young and Tuttle, pp. cit., p. 41. 136 Treasurer, Meyer L. Prentis N . F . Dougherty I. Brook jackson and these from the IMA: Clyde F. Waite Iay H. French Stephen I. Kaiser During these early years, GMI became the "central training agency of General Motors. " It continued to expand and, by 1928, had again reached its capacity. Sobey advanced plans for a $200,000 expansion to house the students (11,477 total of all the programs) enrolled from around the world.1 A major step forward came when General Motors Institute of Technology was incorporated as a non-profit educational institution that was allowed to grant degrees. This helped give it proper status! The IMA Executive Board agreed that this new status would not affect the interest of the IMA. and the school would still be thought of and treated as "our Educational Department." A resolution to this effect was prepared and accepted. Cooperation Continued In reality, however, the IMA's relationship with GMI became that of friend and supporter rather than of decision—maker. The IMA continued to publicize and promote the school through its house organ, 11bid.. p. 51. n .39 ._ wtrke yNj‘ It“ K‘ ' Jul“. 1‘ ui~..- v (I) L1) (7 (U ’1‘ ‘Hr up" P in. "~_ I t ) 9'. r0 ,4 4 L4 ) 137 the IMA News. which went out to each of Flint's 40,000-plus GM workers. It not only reported on the school's instructional programs , but kept the workers informed about the extracurricular activities of the Institute. A financial report to the IMA's Board of Trustees showed that the IMA's investment in the school was approximately $40,000. October 1, 1928. represents a critical date for the IMA in relationship to GMI, for at this time GM purchased all of the IMA's machinery and equipment. It returned the Association's operating capital. In reality, it thus severed all of the IMA's formal relation- ship with the school and terminated its formal control. Again the IMA had fulfilled a community need. It had given birth and nurtured a well- organized. well—recognized college serving some 2,720 students: 2,000 Night School 500 Engineering 145 Service Courses 75 Trades Courses The IMA's venture in "providing extension work for the vast number of factory workers " had evolved into one of the finest engineering schools in the country. Furthermore, the school expanded over 43 acres and is represented by illustrious alumni in key positions throughout the world. It presented educational opportunities for some 3,000 students in 1970. The IMA remained close to the school after the sale. Some of the IMA's officers remained as members of GMI's Board of Regents, 1Minutes, IMA. "Education Committee Report," November 8. 1928. an. Ornr .A 1 isni _, "1" - 1 ..1E fa "‘v P»... s. ,1 VA 1'”. K 7,! 138 but for all practical purposes , the educational efforts of the As socia- tion had to seek new direction and goals. THE IMA NEWS News Prove 5 Popular Another thrust of the IMA was in the area of communication with its members. As was previously noted, the IFL voted to discon- tinue the Factom News in 1920 and began putting out a bulletin instead. The major reason for discontinuing publication was that the Vehicle Club of the FVFMBA and several factories were printing papers , and the IFL had no desire to compete with these services nor duplicate them. However. in 1923 , after the merger, the IMA decided that a house organ would be of value and continued with a format similar to the one previously used for the Vehicle Worker. It contained factory, personal. and sporting news and had an editorial section. In a contest conducted among its members to propose an appropriate name, first prize went to the person submitting the name IMA News . The paper was to be published monthly at a cost of $325 for 4,200 copies.1 The news- papers were distributed at the factory gates and other spots convenient to the workers . In 1929 a special souvenir copy of the IMA News which featured the beautiful new IMA Auditorium was issued. Elroy Guckert lMinutes, IMA, "News Committee Report," March 6, 1924. W. . «\ "vb :urr “’1‘ 6)- 1C ' u; . . nA aha ‘FA 1 in... ’ I "1. 0’ v. .‘ A‘. “——~—U .M .A. Executive Committee. J Operations & Finance Committee Social Service Recreation Education Committee Committee Committee Wcha sing] r Ma na ging Director] f . l [Administrative As sista nt] f Social Service I Special As sign . [Recreation] lEducationJ ___J » I.M.A. _Vocationa1 Brookwood Service Potter's Central .1232...— Testing in-Plant {:3 SM“- ——--—-—-- ships nolTennis I _ Cup Vending] Manager Operations Auditorium Manager Manager I w-{Stores Ma nage_rJ F Food Service Manager Weterals] I Comptroller] Under the new structure "Fritz" K. Olson, who had come to the Association as comptroller in 1962, became the Operations Manager. This was a line position under Crick that was responsible for the Cup Vending, Stores, and Food Service operations . Patrick O'Donnell was appointed Comptroller in 1964 and was responsible for "systems and procedures of accounting, internal auditing and safeguard handling of cash . “ He also was required to meet with the Operations and Finance committee to advise them on financial matters . 248 Meanwhile, Paul Rewey, who had been Auditorium Manager, exchanged positions with his assistant, Derwood D. Dowdy. This gave Dowdy a year at the helm before Rewey's retirement in 1964. From that point until the present, the IMA Auditorium and Annex have continued functioning as the central civic-type auditorium in the Flint area . However, with the Opening of the Whiting Auditorium in 1967 under the managership of Thomas Sumner (succeeded after his death in 1966 by Roy Bowers , a former IMA Auditorium assistant), the IMA's This facilities are no longer the sole meeting places for large groups . has not lessened the importance of IMA's role, however. As a part of its self-analysis, the Association created a special gifts and grants subcommittee that summarized to whom contri- butions had been made. They categorized the recipients on the basis of Clarence Young's suggestion:1 I . Either educational or charitable 2 . Either reoccurring or non-reoccurring 3 . Either capital or operational 4 . Either for membership or community at large. The purpose of this special committee was to determine what the IMA had been doing in the line of contributions, to evaluate its position in terms of present effectiveness and future direction, and to decide whether it was in keeping with the As sociation's reason for being. 1Minutes , IMA, "Special Meeting on Gifts and Grants Report," May 23 , 1963. 249 The january, 1965, end—of-the-year report to the Board of Trustees showed that over three—quarters of a million dollars had been spent in donations and other community ventures .1 The contributions continued. A report entitled "A Time for Decision" was presented to an This report listed Executive Committee meeting on August 22 , 1963 . several major projects which should be undertaken to get the IMA To moving forward again in better fulfilling its corporate purpose. effect additional change, ways were sought to "streamline the methods and means" of the Board of Trustees and its subcommittees in order to achieve objectives and goals of the Association more efficiently. The Executive Board endorsed the report and forwarded it to the Board of Trustees for further action. Obviously the tax pressure coupled with a new administration was getting the IMA on the move again. With a new structure and additional manpower available, the IMA began consciously program— ming for its members again. In need of expending its profits into meaningful services to its members, the IMA reverted to providing educational, recreational, and social services. 1Minutes, IMA, "Board of Trustees Report," January 26, 1965. 250 EDUCATION Direction Sought Although the development of GMI through the IMA's early extension program remains the nadir of the IMA's educational endeavors, the educational efforts of the sixties were genuine and diverse. The Association still maintained a minor tie with General Motors Institute by promoting spare—time classes and awarding scholarships to deserving GMI students. The January, 1960, report showed 517 students partici- , 5 pating in 791 classes. The IMA Scholarship plan was amended in 1962 for the purpose of encouraging residents to strive for individual improve- ment at either GMI or the Flint Community College in their apprentice- related programs. To be eligible for an award a student had to be pursuing an approved program and be in his final term of study. The IMA continued to sponsor the popular free travel lectures. These lectures were conducted by the best available lecturers and the topics covered most sections of the world. In 1961 the IMA contributed $10 ,000 to the Flint Community Schools to aid in sponsoring seminars, conference attendance, scholar- ships , teaching aids, and books and materials for science and mathe- matics teachers. The educational efforts of the Association also included a donation of $5 ,000 to help sponsor "Operation Amigo" , a student exchange project, in conjunction with the Flint Board of Education. It 251 co-sponsored the Industrial Mental Health Institute at GMI and also donated $1,000 to the Science Fair winner. Safetyville L U . S . A. In 1963 Iames I. Cahoon, then Director of the Genesee County Traffic Safety Commission, met before officials of the IMA and proposed a program of "Pedestrian Education for Tots. " In so doing he cited the 1..“- statistics on pedestrian accidents and pointed out the many ways in which such a program would benefit the community. He further pro- posed that such a program should be a cooperative effort among the Flint Recreation and Park Board, the Mott Foundation Program of the Flint Board of Education, the Genesee County Traffic Safety Commission and the Industrial Mutual Association. As the result of this promotion, IMA Safetyville , U.S.A., was established in Kearsley Park. Safetyville consists of a miniature village with scaled-down buildings, streets, signals, and small elec- tric-driven automobiles. Young children, ages five through ten, go through an instruction period followed by a written examination, which if successfully completed allows one to gain a driver's license. Once this license is obtained, a young driver can return anytime and drive one of the well-designed cars. This is an exciting and motivating experience to the youngster; thus Safetyville has proven extremely popular. 1 Since its inception in 1963, some 160,000 youngsters have 1Minutes, IMA, "Educational Committee Report, " September 10, 252 taken part and when in full operation the program requires seventeen employees . In the summer of 1970 a "Pre-kindergarten Safety Training" program was conducted every Saturday morning for four-yeareolds who were accompanied by both parents. These topics were covered:1 1. Determining safest route to and from home :4?“ 2. Crossing at corners, stop signs and signal lights 3. Crossing with safety patrol and/or adult crossing guard 4. Walking where there is no sidewalk S. Dangers of playing near or running out into street 6. Dangers of crossing between parked cars. Vocational Thrust Another important undertaking began in 1963 when IMA officials met with the Flint Area Apprentice Committee which was seeking the IMA's assistance in areas of retraining, guidance, and vocational counseling. It was decided that the IMA could assist best by estab- lishing a vocational counseling service which would serve as liaison agent between school systems and the training directors of various plants. 2 This was an important step because the Education Committee 1 Minutes , IMA, "Memo from K. E. Gignac, Vocational Coordi- nator to Education Committee, " (on file in office of IMA), January 7 , 1971 . 2Minutes , IMA, "Education Committee Report," March 9 , 19 63 . 253 was feeling some urgency in regard to increasing the tempo of the educational endeavors of the Association. Therefore, it was proposed- that a Vocational Service Department be created. Clifford Matz was appointed Director of the new Vocational Counseling Service on January 20 , 1964 .1 The Vocational Department worked closely with the Flint Community junior College and the Michigan Employment Security Com- mission. By October it had made over 1,000 contacts with persons in need of such services . The effectiveness of the Vocational Service Department is fur- ther affirmed by its being the first non-educational organization approved by the Michigan Employment Security Commission to use the General Aptitude Test Battery. The Department also developed a " Directory of Course Offerings" designed to show courses of interest to industry as offered by institutions . It also arranged with the Bureau of Industrial Relations of the University of Michigan for a series of lectures: The Industrial Relations Conference Series . In cooperation with AC Spark Plug Division, Flint Board of Education, and Eastern Michigan University, the Vocational Service Department developed a program entitled "Experiential Workshop in the World of Work."2 The purpose of the workshop was to better acquaint 1Minutes, IMA, "Special Committee Report," December 9, 1963. 2 Minutes , IMA, "Education Committee Report," Ianuary 12 , 1965 . nofliu 254 teachers and counselors with the operations of industrial plants . The Department published "The Genesee County Counselor's Association Newsletter. " Meanwhile, it also became interested in helping to sponsor a Junior Achievement Program. A building at 409 Garland Street was remodeled to serve as headquarters for the junior Achievers . h In 1965 when Matz resigned and went to the University of North Dakota, Iohn Martin came in as his replacement. Martin worked i} with the IMA until 19 67 , when Keith E. Gignac was appointed. Gignac left the Association in 1971. By 1966 the major thrusts of the Vocational Department could be categorized as follows:1 Service Contacts Apprentice Testing 1607 Employee-in-Training 541 Vocational Counseling 528 Aptitude Te sting l4 3 This represented 2819 contacts for the year. The Education Committee, also in 1966, established fifty scholarships to be awarded to students at the Flint Junior Community College. These scholarships were given to students who were depend- ents of IMA employees and who were also pursuing one- or two-year lMinutes , IMA, "Vocational Service Report," February 8, 19 66. 255 terminal programs. The awarding of the scholarships was climaxed by a special banquet for parents of the recipients of the awards. Thus the IMA has contributed to the educational efforts in Genesee County by conducting some programs, but mainly by coopera- ting with existing agencies in various ways. From 1964 to 1970 the Association awarded scholarships numbering over 1,200 at the Flint Community Iunior College, University of Michigan—Flint, and General Motors Institute.1 This represents an outlay of well over $200,000. The money was earmarked for programs such as—- 1) Vocational Services 2) Scholarships 3) Safetyville, U.S.A. 4) Special Programs--such as World Travel Series Junior Achievement . Thus, the IMA is continuing to provide educational opportunities for its members. As it explores new avenues, it is just possible that one day it will again make a major contribution to the Flint Community as it did when it gave birth to the present GMI. The IMA's thrust into the area of providing social services during this time period was made mainly with two departments. It con- tinues its effort to assist veterans and it has moved into the world of the retiree . 1Minutes, IMA, "Education Committee Report, " October 21, 1971 . T" 256 VETERANS' SERVIC E Vietnam Brinq 5 Need The Veterans' Service Department continued to function through the sixties as an integral part of the IMA and was a frequently patron- ized community service. Aside from servicing veterans from previous wars , the department was now receiving persons returning from the conflict in Vietnam which had begun involving United States troops as advisers to the South Vietnam Army in 19 62 , but by 1965 had escalated into a full—scale conflict involving U. 8. air, sea and land power. This war proved to be unpopular on the home front and the serviceman found himself not only returning home nearly unnoticed, but often an anti—hero. To complicate his return further, the veteran found unem- ployment rates running high. In light of these conditions, the Veterans' Department again found itself busy. The 1971 Veterans' Service Department's Annual report showed that there had been a total of 14,472 contacts made for the year. This total was second only to the number made in 1947 when the State of Michigan granted a bonus to World War II veterans.1 The types of services provided were varied: Education 305 Claims 551 Insurance 23 Government Burial Allowances 38 G. I. Loans 66 Minutes, IMA, "Veterans' Service Department Report,” Ianuary 21, 1971. 257 Veterans Hospital 35 New Discharge Certificates 30 Employment 27 Medical Treatment 47 Dental Treatment 69 Financial Aid 24 Social Security 11 Government Markers 30 Change of Address 45 County Burial Allowance 18 Homestead Tax Exemption 131 Le... Photostats 305 Letters Written 1178 Notarizations 25 Forms Supplied 540 5 The 1971 report categorizes the persons being seen in this way: L" Spanish American War Veterans 4 World War I Veterans 701 World War II Veterans 2421 Korean Conflict Veterans 859 Peacetime Servicemen Veterans 1174 Vietnam Veterans 6568 Next of Kin 2745 By the beginning of 1972 the Veterans' Service Department of the IMA had provided service to 193,925 persons.1 Total contacts by year, from Ianuary l, 1944, to Ianuary l, 1972, are as follows:2 1944 — 1,824 1945 - 7,255 1946 - 13,168 1947 - 14,909 1948 - 4,764 1949 — 3,059 1950 - 3,369 1951 - 2,972 1952 - 4,496 1Minutes , IMA, "Veterans' Service Department Report, " Ianuary 11, 1972 . 2Ibid. 258 1953 - 3,905 1954 - 4,215 1955 — 10,077 1956 - 5,042 1957 - 4,349 1958 - 4,693 1959 — 3,575 1960 - 4,230 1961 — 4,470 1962 - 6,041 1963 - 6,483 1964 - 6,465 1965 - 6,185 1966 - 8,678 1967 - 8,221 1968 - 10,636 1969 - 12,262 1970 — 14,472 1971 — 14,110 Thus the unique personalized service, which was established by a group of far-sighted trustees in 1944 to assist the many weary veterans of World War II in adjusting as quickly as possible to civilian life, continues to be a prime function of the IMA nearly thirty years later. Even with the ending of U. S. participation in the Vietnam War on Ianuary 23, 1973, and the end of the Selective Service draft on Iune 30, 1973, probably the Veterans' Service Department will continue to be busy assisting veterans of various wars and those who will partici- pate in the armed services on a voluntary basis. No matter what its future, this department has served the people of the Flint Community well. The IMA is justly proud! 259 NEW HORIZONS Programs for the Aging Even before one need wanes, another waxes. In surveying the needs of its members, the IMA in 1965 began considering the question of what its role should be in providing retirement activities for its members. Before they could move ahead with the idea, however, a 1; special ruling from the Internal Revenue Service was needed to see f whether this would fall within the framework of the IMA's purpose.1 L) A favorable reply was received in answer to their inquiry in Iuly, and $110 ,000 was appropriated for the acquisition of property which had been under consideration for some time. This property at 409 Garland Street was to provide a home base for the junior Achievement Program, which the IMA wished to help pro- mote, the Veterans' Counseling Program, and the retirees' program. Extensive remodeling in excess of $60,000 was done, and the building was designated as the ”IMA Service Building. "2 By the end of 19 66, Mrs. Roberta Hungerford had been employed and later became the Social Service Coordinator responsible for working with retirees in the new facility and providing a new service to IMA members. The Social Service Committee of the IMA designed a brochure 1Minutes, IMA, "Social Service Committee Report," Iuly 7, 1965 . 2Minutes , IMA, "Operation and Finance Committee, " February 22, 1967. 260 to advertise the new service and also apprOpriated funds to provide transportation for the program.1 Early in 1967 , $20,000 was appropriated for a senior citizen "drop-in center, " and on May 8, 1967, the ”New Horizon Center" was formally opened}2 Within the first ten days of its opening, 480 retirees had used the building. Roberta Hungerford's annual report at the end of 1970 showed 737 persons registered, of whom 300 attended regularly. Her report gives insight into the New Horizon Center's purpose and activities for retirees such as 3 . those who participate in several of our programs such as cards, bridge, bowling, pool, ice skating and our special events. There are about 200 who may join in one or two specific programs. Also there are those who attend just the specials--the concerts, hockey games, picnics, etc. We also have some who just like to drop in to talk or when they have a problem. [sic] We should not forget the people who may not attend the Center but contact us by phone, [sic] most of these persons could be listed under information and referral. We have hundreds of such calls. Added to these are calls from doctors, police, social workers, business people, families and others in the retiree field who are seeking information or aid for a retiree. Our idea in May, 1967, of servicing about 100 persons a week seems almost a joke but we are not alone, [sic] the same problems in retiree recreation are prevalent throughout the country. Retiree recreation is no longer lIbid. 2Minutes, IMA, "Executive Committee Report," May 18, 1967. 3Minutes, IMA, "Year End, 1970 Report, New Horizons Center," January 19, 1971. 261 a building, some tables, chairs and games, but a complex business , one that must expand with the earlier retirement and longevity of life. Although this past year has not been the best in the history of the IMA and we had to cut and hold back on our retiree program due to the GM strike, the feeling is apparent to the retirees who enter our doors that the IMA is concerned about their welfare. We make every attempt to let them know we are not able to grant them a Utopia but hope to make their lives a little more pleasurable. The comments received through this Center indicate that ninety percent (90%) of the members do appreciate the efforts the Industrial Mutual Association is making on the part of older citizens. The attendance figures for the New Horizon Center since its inception show participation by 63,834 persons:1 1968 - 12,820 1969 - 14,859 1970 - 15,113 1971 - 14,923 Pre-retirement programs are becoming popular. This is partly due to the unions' drive for earlier retirement —- the "30 and out" idea. The tOpics of their programs are such as these:2 Social Security Medical Problems Recreation Housing Fraud Investments llbid. 2Minutes, IMA, "Social Service Committee Report," April 14 , 1971. 262 The service being provided for the aging was obviously one of great need, and one that the IMA is emphasizing more and more. As longevity increases and retirement age decreases, the need for such services becomes quite evident. The IMA is helping to meet that need. RECREATION Potter's Lake a Concern From 1960 to 1972, the IMA continued playing a prominent role in the area of recreation by providing some of the finest programs and facilities available to the residents of Genesee County. The recrea- tional efforts centered mainly on these: Potter's Lake, in-plant recrea- tion, ice arena, golf course, baseball facilities, and tennis. Potter's Lake remained a dilemma to the IMA for a number of years. The question of keeping it or disposing of it remained foremost in the minds of many persons. Even though the 1959 annual report of the Recreation Committee indicated that the lake was used by some 100,000 persons, the upkeep was proving costly. Land investment at Potter's Lake had increased the IMA's holdings from the original 78 acres in 1916 to 440 acres.1 The capital investment over the years totaled $357,250 with a yearly operating cost of $41,391. Its assessed valuation was $56,850. 1Minutes, IMA, "Recreation Committee Report," February 8, 1960. 263 By 1960, the Potter's Lake park area contained: 20 cottages 50 boats l boathouse concession stand farm house (rented) baseball diamond recreation lodge "Big Brother" lodge F—‘F—‘P—‘D—‘D—d Taxes on the property were going up, and there was no legal basis for tax exemption. A special committee appointed to study possible uses of the land felt that it should be perpetuated as a park facility, but perhaps by some other agency. Therefore the Highway or Conservation Department was to be consulted to see if it might not be willing to trade some more desirable property to the IMA for the lake prOperty. Also, the Elba Township Board was to be contacted about their possible interest in the land. Meanwhile, a study of possible uses of the site was authorized. The report showed that some felt it would make a good place for new homes or mobile trailer homes. Others thought it should be leased for $100 per year to some private or public organization. Some of the committee would even have given the property away. Perhaps it took a conference in Chicago, sponsored by the National Industrial Recreational Association, to change the direction of the Association's thinking as to the value of the Potter's Lake facility. Crick, who attended on behalf of the IMA, found not only that Potter's Lake represented one of the finest industrial recreation areas in the 264 country, but that other industries were seeking such recreational land. At this point, new interest in the site was aroused and a sense of trying to make it the finest such property in the country began to permeate the organization. 1 The Michigan Department of Conservation sent a letter to the IMA in early 19 62 , stating they were not interested in any or all of the park as a gift because it did not meet park standards. This pretty well finalized any thinking about disposing of the property as the other train of thought began to prevail. Recreational experts meeting to discuss the future of Potter's Lake agreed that if the site was to be used for anything other than recreation, it would be a great loss to the community. In the meeting were representatives of the Outdoor Education Department of Michigan State University, Mott Foundation Program of the Flint Board of Educa- tion, Flint Park and Recreation Board, Council of Social Agencies, and State of Michigan Inter-Agency Department for Recreation. With this type of consensus, Harrison and Associates, a site-planning consultant firm from Ames, Iowa, was contracted to study Potter's Lake to2 . . . determine the recreational potential, eco- nomic feasibility, and future land use of the park. This includes defining conditions both existing and potential, of a physical, political, geographical and environmental nature affecting the project. lMinutes, IMA, " Report by William Crick, " Iune 30, 19 61. 2Minutes, IMA, ” Recreation Committee Report, " July 22 , 1963. 265 The report given by Harrison and Associates was not entirely satisfac- tory to the IMA officials for basically it was not specific enough; it stated that Potter's Lake was an asset, especially in view Of the general lack of "environmental facilities" in the Flint area. The report also pointed out that the need for greater cooperation between the IMA and other agencies would be vital to any meaningful development. Last, it cited the need for a master plan of the area. The Managing Secretary began arranging small exploratory meetings with other agencies. As a result, a letter was received from loseph Ryder, Executive Director of the Flint Big Brother program which Operated under the auspices of the Mott Foundation, outlining several ways in which the Lake area could be used in conjunction with the Big Brother Program. This resulted in the construction of a 40' by 28' rustic lodge deep in the hardwoods at the north end of the lake. This lodge cost the IMA $13,922 and serves the fatherless boys well.l Each spring as the sap starts flowing in the abundant maples, it is caught in buckets , put to boil in large outdoor kettles, and made into delicious syrup. Appropriately, the camp is called "Sugarbush." Meanwhile, Harrison and Associates prepared a master plan that called for an expenditure of $1,402,800 if followed. It included:2 1Minutes, IMA, "Executive Committee Report, " December 17, 1964. 2 Minutes, IMA, "Special Committee Report," September 24, 19 64. 266 Outdoor Education and Day Use Area Picnic Area Trailer Camp Golf Course Boat Area Restaurant and Playhouse Complex Recreational Lodge General Beach Area At about this time , a major decision was made to construct an elaborate indoor ice arena. As a result, the emphasis shifted again away from Potter's Lake to this new project. However, $5 ,000 was appropriated in 1965 to explore a method of water quality control, for the lake was becoming a "nutrient pool conducive to the growth of algae.’ The situation became so bad that the beach was closed as ”unsafe" during 19 65's season. An engineer's analysis of the pollution problem suggested that the IMA could divert the inflow around the lake and in turn drop one or two wells. It could also seek a sewage system for lake residents, and it could dredge the muck and peat at the cost of $8 to $10 a front foot. In 1968 trees were planted at the lake and a children's farm was started. The purpose of the farm, which centered around a big old red barn, was to give youngsters from the city a real opportunity to see and handle animals first hand. It is interesting to note that as the lake was again put into the background of IMA activities , someone suggested that it either "compete 267 or close!" Despite its lack of major emphasis or publicity, Potter's Lake did host 92,662 persons in 1970.1 By 1970, the Potter's Lake beach which had been closed to swimming was again opened. Many persons continued to use the recreation lodge, the picnic grounds and the lake itself. The 1971 sta- tistics show that 194 ,000 persons used the facilities with the attendance highlights centering around these events: Big Brothers' Motorcycle Races - 4 , 000 Children's Farm - 46,225 Sugarbush Activities - 16 , 999 Snowmobiling -— 3 , 000 International Institute - 5 , 000 Fourth of Iuly Fireworks - 5 , 000 Despite these figures, no one in the IMA hierarchy is satisfied with the total usage of the lake. Its potential seems greater than the value received. Ice Facility Planned As the IMA needed to divest itself of its profits, the emphasis on building an ice facility intensified . From time to time throughout its history, officials of the IMA, which had for years Operated Flint's number one natural ice facility at Athletic Park, discussed construction of an indoor ice arena . As a matter of fact, when the IMA Auditorium was constructed in the late twenties, such facilities were considered, 1Minutes , IMA, "Annual Report to Board of Trustees, " January 27, 1970. 268 but were not approved. Even the National Hockey League had made an overture to establish a franchise when they heard of the new Auditorium. However, nothing had ever materialized from such discussions until in the sixties when the move to provide such a facility gained new impetus. Cass Curran, an active coach and booster of the Flint Speed Skating Club, made a proposal to the Recreation Committee concerning )1 the building of an indoor ice rink.1 Persons like Scotty Bowman and Amos Childers added strength to the idea as did Pat O'Donnell who sold a“: LA J. I. the Advisory Board on the financial feasibility of such a venture. The Executive Committee's report of September 17 , 19 64, indi- cated that the City of Flint was in need of an ice skating facility, but that it should be built and Operated in cooperation with other agencies. This belief, however, was not that of the entire group. Some thought that outright ownership was better in order to control the destiny of such a major investment and therefore was a sounder approach. By October, 19 64 , the Board of Trustees had voted in favor of the latter concept: the IMA, as a "sole agent" would build and operate the ice facility for its members, and would expend between $300,000 and $500,000.2 By November, 19 64 , the Advisory Board from the Manufacturers' Association had given the project its blessing, so that a new and exciting venture was under way in Flint. A special Ice Skating Committee was 1Minutes, IMA, " Recreation Committee Report," Iune 8, 1964. 2Minutes, IMA, "Board of Trustees Report, " October 27, 19 64. 269 appointed in December to select a site and begin the ice facility. Argonaut Realty Division of General Motors was contracted to help advise the Association as to the site.1 By March, 1965, the Committee had established the criteria for constructing the new facility:2 1) 2 ice surfaces 2) 4 locker rooms 3) flexibility to allow minor league hockey 4) rental services 5) eating facility 6) checking facility 7) sound system 8) score boards 9) offices and rest rooms 10) Zamboni plus storage for it 11) equipment room 12) changing area ) ticket offices 14) general storage ) minimum seating of 2 ,000 adjustable up to 5,000 or 6,000 16) parking for a minimum of 500 cars The site determination was not an easy task. Many sites were considered for many reasons , but ultimately it was decided to locate on the Lapeer Road-Center Road-Averill Street site which was being held by the Catsman Realty Company for a major development near the new Chevrolet Freeway. This site, relatively close to downtown, contained approximately thirty acres and sold for about $435 ,000.3 1Minutes, IMA, "Special Ice Skating Committee," March ll, 19 65. 2Minutes, IMA, "Special Ice Skating Committee," March 1, 1965. 3Minutes, IMA, "Special Ice Skating Committee," September 16, 1965. if..." .. 270 The architectural firm of Ellis, Arndt, and Truesdell was appointed to design the facility, and the $5,000,000 general contract was awarded to the Erickson and Lindstrom Construction Company. This action did not take place, however, until a thorough discussion on the value of the facility versus the cost of such a facility was conducted. Construction Underway The completion date was set for Iuly 24 , 1968. As construction was started, the important job of organizing programs began. Howard Radford of Port Huron's McMorron Auditorium and Sports Arena was hired to be manager, but he resigned and went to Roanoke, Virginia, before the building was ever completed. George Dellinger was hired as the ice arena manager. He brought many years of experience from the theater and sports arena businesses. In Muskegon he had managed the Walker Sports Arena since 1960 . Consideration was being given to promoting professional hockey. The arguments for allowing professional hockey and affiliating with the International Hockey League were thoroughly discussed and included such matters as these: 1 l) entertaining spectators 2) develOping young players 3) obtaining $30,000-$40,000 in rental fees 4) providing good free publicity 5) giving the community another industry lMinutes, IMA, "Special Ice Skating Committee, " March 16, 1968. 271 It was decided to give hockey a try, but with the understanding that the IMA could not afford to have it fail. The first professional hockey game pitted the Chicago Black Hawks Of the National Hockey League against the Flint Generals. Frank Gallagher, President of the International Hockey League and its commissioner for twelve years, was awarded the Flint franchise. l" While waiting for the completion of the ice facility, he served as Youth Director for the IMA. The team became known as the Flint Generals and played before sell-out crowds at nearly every home game. The franchise brought new excitement and identity to the City of Flint and the IMA. The beautiful edifice was officially named the "IMA Sports Arena.‘ This plant represented the largest capital building program in the Association's history: $6,785 ,623. The arena officially opened on February 14 , 19 69, with 25 ,000 persons attending the elaborate open house. Arena a Success The first year of hockey witnessed 123,451 persons attending 36 games with receipts totaling $352 ,478.1 The IMA received $47,598 in rental, $9,547 from parking, and $43,790 in concession fees. Aside from professional hockey, the facility has been used day and night, year around, for general skating, figure skating, skating 1Minutes, IMA, "Finance Committee Report," March 24, 1970. 272 lessons, ice clinics, Flint Skating Club, broomball, ringette, amateur hockey, ice shows, boat and sport shows and the training site for the St. Louis Blues Of the National Hockey League. The first commercial attraction at the arena-~a five-day presentation of "Holiday on Ice"—— attracted 33,095 persons. Despite the extreme success and popularity of the new facility, the IMA's financial reserves were drained so that an austerity budget was adopted in order to recoup. The Arena itself was built on a calcu- lated loss basis. The loss for 1970 was $432,568 of which approxi- mately one—half represents a direct cash loss. Similar figures are available for 1971 also. The bonded indebtedness for the facility was $6,785,623. IMA Invests in Golf Golf, much like the ice facility, had been a tOpic of concern to the IMA officials periodically through the years, and at one time there had been talk of buying a course; at another time, it had been suggested that a course be constructed at Potter's Lake. Thus, it was not sur- prising when in the sixties, owning a golf course became a reality. Brookwood Golf Course which had been in existence for many years at the corners of Belsay and Davison Roads was in danger of being sold to developers with other interest in the property rather than golf. Gordon Fleming, President of the Flint Recreation and Park Board, being desirous of Brookwood's remaining a golf facility, contacted the IMA 273 about their possible purchase of the property.1 Fleming stated that such an acquisition would be "a great benefit to the citizens of Flint and Genesee County, and a special benefit to the employees of the associated factories. " As the result of this, a motion was made and supported to buy the Brookwood property, pending approval by the Advisory Committee. Approval was granted, and the deal was consummated on December 31 of 1963. The property was purchased from Mr. and Mrs. Ioseph Szylagyi for $400 ,000. It was soon decided that the course should be improved. The Association was considering watering the fairways and lighting the last three holes on each side to extend playing time. Steve Isakov, the professional at Brookwood, was charged with preparing a hole-by-hole improvement plan. However, by the end of 1966, it was decided to develop a master plan for Brookwood in order to realize the maximum potential of the facility in view of the anticipated heavy play the course would get. Meanwhile, the Michigan Open Tournament was success- fully hosted by the IMA at Brookwood in 19 65. When a special committee was appointed to investigate the course, they found these problems:2 1Minutes, IMA, "Recreation Committee Report," November 1, 1963. 2Minutes, IMA, "Special Golf Committee Report," June 1, 1967. iii]... 274 natural flooding poor surface drainage poor use of topography poor sequence of holes too many water crossings on front side too monotonous on back side par uneven on back and front sides tee boxes and greens too small no practice area clubhouse inadequate garage poorly located As the result of such considerations, the firm of Ellis, Arndt, and Truesdell was commissioned to draw a master plan for Brookwood. In 19 67, Richard Powers made a statistical study as to the usage of Brookwood and found that 5 ,178 different persons used the course.1 Of these only 2,046 played five or more times. One purpose of the study was the result of Powers' desire not to over-emphasize golf nor give the false impression that this activity was meeting the need of most of the 75,000 members of the IMA. On April l9, 19 68, the Executive Committee of the IMA accepted the master plan which called for $254 ,635 in improvements. This necessitated the closing of the club in order to do the renovation. Tons Of earth were moved, holes were redesigned and relocated, trees were transplanted, a watering system was installed, and many new greens were constructed. Additional excavating, the moving of four bridges, the tiling of ten traps, and the building of a creek retaining wall ran the total cost to $294 ,542 before the renovation was completed. Play was 1Interview with Richard Powers, IMA Director of Member Services, Iuly 21, 1971. 275 stopped from August 1, 1969 , until August 1, 1970, on the front nine and until April, 1971, on the back nine. A "Grand Opening" was held from Iune 2 to Iune 8, 1971, which included special dinners, tournaments, exhibitions and lessons. Steve Isakov's contract was not renewed in the fall of 1971, and Clifford Cavitt, a former stores supervisor with good golf background, was hired. The Recreation Committee had decided that the traditional golf professional services were not needed at Brookwood as much as strong management with an inclination for serving its members.1 Currently, the IMA is operating an excellent golf course which Offers its members championship conditions for extremely low rates-- $3. 50 for 18 holes on a weekend, with retirees being able to play for fifty cents during the week. Partnerships in Tennis In 19 64 the IMA became a part of the Flint Recreation Commission which was an organization established to coordinate the recreational efforts of the several agencies that were making the major contributions to that area of service. The IMA joined representatives of the City Commission, the City Parks and Recreation Department, the Flint Board of Education and the Mott Foundation Program. lMinutes, IMA, "Recreation Committee Report," November 9, 1971. 276 Iust prior to its joining the Flint Recreation Commission, the Association began planning for a tennis center to be located on the school-park site known as the Potter-Longway Recreational Area. This would be a joint effort, but would be known as the "IMA Tennis Center. " It would consist of eight all-weather, lighted courts which would be paid for in this manner: 6...- IMA $36,000 (75% of total) ' Mott Foundation 4 , 260 Flint Board of Education 2 ,000 L Flint Parks and Recreation 2 ,000 Potter Community School Council 2 ,000 $46 , 260 These courts were completed in 19 64 and have been well- programmed through the years. They have proven an asset and an integral part in the resurgence of tennis in the community. However, in recent years, the courts have come to need repair. With such a joint venture, a question arises concerning the responsibility for the courts' upkeep. With the IMA's name attached to the courts, it does the Association a disservice to see them in ill repair; thus a decision against putting their 1 It was voted to appro- name on such ventures in the future was made. priate monies only to those facilities fully owned, operated, and con— trolled by the IMA. 1Minutes, IMA, " Recreation Committee Report," September 15 , 1971. 277 Cooperates in Baseball This decision was at least partially the result of a similar problem which had occurred at the IMA baseball facility that had been co-sponsored by them and the Flint Recreation and Parks Department at Lincoln Park. Not only did the Association lose its identity with the stadium, but it got adverse publicity in regards to the upkeep of the stadium grounds . ln-Plant Recreation Revitalized Even though industrial recreation of a competitive nature was one of the fortes of the IMA and its predecessors, the Association actually played a rather insignificant role in that respect following the sit-down strike of 1937 and Petrill's departure in 1938. During this slack period, the IMA's main support of in-plant recreation was, at the request of factory management, directed to the AC Leagues which it conducted in softball, basketball, and hockey. It not only conducted the leagues, but supplied the officials and most of the equipment as well. As the result of the Advisory Board's directive in 19 61, for the IMA to become again "more of an operator and less of a broker in the future, " the Association began taking a look at expanding its role in this direction. Along with Powers, Walter Green was employed to assist in special programming. Under Green and Powers, a summer day camp was established along with high quality programs for both girls and boys in basketball, baton twirling and cheerleading. In addition, the IMA 278 COOperated with The Flint journal and the Mott Program of the Flint Board of Education by providing transportation for Flint contestants in the annual CANUSA Games, an international, goodwill competition between athletes from Hamilton, Ontario, and Flint, Michigan. In 1969, some 6,147 persons rode the train to Canada. After Green left the IMA in 1968, Marshall Burns was hired to promote in-plant recreation. By 19 69 , the Recreation Committee had been convinced that in-plant activities should be emphasized even above children's activities, for the IMA is first and foremost an employee organization. A summary for 1970 showed the following inroads:1 Slo-Puck Hockey (Summer) 240 men Slo-Puck Hockey (Winter) 296 men Slo-Puck Hockey (Winter-Morning) 73 men Senior Hockey 90 men In-Plant Basketball 400 men In-Plant Softball 264 men Other in-plant programs included a trap shooting team which competed nationally, a basketball referees' clinic, softball umpiring seminar, and bowling. This led Crick to comment that perhaps the IMA might be returning to its original position in employee recreation! 2 2Minutes, IMA, "Special Report," March 27, 1969. 279 A New Recreational Venture In 1971, group travel became a component of the IMA's recrea- tional program. Trips were made by associated factory members to England, Mexico and Hawaii--via Las Vegas and San Francisco. These trips are arranged through travel agencies with the IMA acting as the sponsor. Current trips, 1972-73, are planned for such places as the Bahamas, Las Vegas and Spain. Thus, it is readily seen that the IMA is back in the recreation business with a full head of steam. Furthermore, the end is not in sight, for new programs and facilities are continuing to be planned. TH E S EVENTI ES Another Decade The IMA moved into the nineteen seventies as a growing, viable force in the community. In the last year of the nineteen sixties, it had seen 378,400 persons use its Auditorium and Annex, and 92,662 use Potter's Lake; it had reached a total of 929,369 persons from the Greater Flint area. This figure was the equivalent of each person in Flint using the facilities and services 4. 65 times per year. Furthermore, the Association ended the decade by donating $1,093 , 359 for the period to various worthy causes in the community. The IMA at this point employed 228 full-time persons and had an annual payroll of $2 ,110, 651 . Its fixed assets had risen from $5,558,000 in 1962 to $15,405,000 in 1969. 280 Despite its new-found success, the IMA took no chances on its membership‘s not knowing about the IMA and its many services. Powers took the message to the employees by making presentations on the "IMA Story" . However, in light of his many other responsibilities Powers was unable to devote continuing efforts along these lines and the need for a solid public relations program continued. This led to the formation of a special Public Relations Committee headed by Trustee Robert Stone of the AC Spark Plug Division. Stone asked for the identi- fication of the public relations problems. Committee members saw them 1 in various ways: 1. Not enough member-employees involved in programs and services, 2 . Not enough realization by employees that they are IMA members, 3. Not enough identification by members with the IMA, so that they lack pride in it, 4. Not enough knowledge among people of what the IMA is , where it has been and where it is going, 5. Not enough understanding of the IMA's financial base even on the part of decision-making member companies , 6. Failure of Personnel Directors to look upon IMA in a similar way, 7. Failure to deploy and use the 100 active members to the fullest, let alone associate members. This was the tone of the first special meeting. lMinutes, IMA, "Public Relations Committee Meeting Report, " May 7, 1971. 281 The next meeting saw some basic public relations decisions made by the committee.1 It was decided to zero in on facilities, programs and services--rather than the financial base--availab1e to the associated factory employees. The focus would be on today and tomorrow-—not yesterday. In answer to a question raised as to what the IMA is today, it was agreed that it is an employee benefit association that represents major Flint industries. The public relations plan called for a program to be taken into the plants on a sustained basis. Employees will be shown, through various means, the many dividends they reap through their support of and membership in the IMA. As a result of the resurgence by the IMA, and more specifically, the construction cost and ensuing annual operating loss of the new ice facility, the Association's funds were drastically reduced. They were reduced to the point that by 1970 the IMA moved into an austerity program. 2 Furthermore, the funds available to the IMA were even further reduced in 1970 as the result of a strike against General Motors which began on September 15th and was not settled until November 23rd. Accompanying this were increased labor costs and a work slowdown at General Motors during model change-over periods which further reduced 1Minutes, IMA, "Public Relations Committee Meeting Report, " May 25, 1971. 2Minutes, IMA, "Executive Committee Report," April 27, 1970. 282 the income available. The net loss for 1970 was $403,454 as compared to a net profit of $421,879 for 1969.1 As working conditions returned to normalcy, the retail sales increased and continued high. Thus the income was again there and with continued good management a working reserve was soon accumu— lated again. Expanded Commitment The years 1971 and 1972 saw the IMA continue to support those organizations which held hope for making the Flint community a better place for its members and their families to reside. Such support is evidenced by the Association's contribution to the Urban Coalition of Flint which represents a coming together of leadership among the Chicano, Black and White communities in an attempt to communicate the concerns of these groups about local conditions. Also the IMA became a member of the Human Services Planning Council of Genesee and Lapeer Counties. This organization serves as a coordinating council for the many social agencies functioning in the two-county area. The Associa- tion also supported the Flint Area Conference, Incorporated, which was a group of businessmen attempting to revitalize the urban center of Flint by the following means:2 1Minutes, IMA, "Operation and Finance Committee Report, " Ianuary 22, 1971. 2Minutes, IMA, "Social Service Committee," August 18, 1971. 283 1 . Attracting private capital to the center area of the city, 2 . Making the center area both a cultural and business area , 3 . Reviving spirit in the area, 4 . Providing a forum for representatives of other organizations interested in community development. Because of the IMA's huge investment in the downtown area , the IMA's Board of Trustees supported this organization. Additional Restructuring Some internal reorganization of the IMA took place in 1972 . The staff organization chart as of April 2, 1973, appeared as follows:1 COMPTROLLER P. O' DONNELL VOCATIONAL VETERANS PERSONNEL DIRECTOR E . KNUTH MEMBER SERVICES _ SOCIAL SERVICES R. POWERS MANAGING FOOD MGR. : DIRECTOR j SALES & PURCHASE I ‘IW JEFFREY I w. c. CRICKJ I- SHARPB I VEND MGR AUDITORIUM MANAGERI W- KEELEY D. DOWDY J STORLiMQgL—I'E—JI ' I. FALK ARENA MANAGER J G. DELLINGER I FIELD SERVICES BROOKWOOD 1 r1 C. CAVITT A # r EPOTTER LAKE GROUNDS 1Minutes IMA, Memo from W. C . Crick, Managing Director, to all Employees, April 2, 1973. 284 Thus, as fifty years of service to its members concluded, the Association was still seeking more effective and efficient ways of operating programs. Challenge Met Under the new structure Crick challenged his department heads to think five years in advance as to where their departments might be in terms of capital improvements. These proposals were sent to the Board of Trustees on August 20, 1971, in a memo entitled "Forecast of Uncom- mon Capital Outlays and Debt Reductions, 1971-1975. " As IMA officials looked ahead, they projected such plans as the complete debt retirement on the Sports Arena ($2 ,056,000) by 1975, but also added such items as constructing a new parking area, complet- ing the ” President's Box" on the third floor, moving the press box, and adding enough compression to air condition both arenas for summer usage. Plans for the Auditorium and Annex included some remodeling plus providing additional parking. The Brookwood forecast called for the building of a new clubhouse complete with banquet facilities and perimeter fencing. Potter's Lake was to get a new picnic area, some lake dredging, a gate house and an office. However, the main thrust was in an IMA Service Center to be built on the land adjacent to the Sports Arena. This plan included housing for the Veterans' Service Department, a retirees' center, vocational education services, meeting 285 rooms, gymnasium, handball courts, sauna, and a reducing salon-- to be surrounded by Safetyville, lighted softball fields and tennis Courts. Obviously Crick's Challenge to his staff to plan ahead was not taken lightly, for the initial dreams came in at a figure of about a half-million dollars a year for the first four years. However, the plans for 1975 include a projected outlay of $3,741,000 for the construction of the service center. The five-year anticipated total is Close to $6,000,000. The IMA's future lies with the dreamer! SUMMARY The IMA again expanded its domain and solidified its position in the Flint Community. It had fought a life-and—death battle and survived. Part of that survival was the result of its being able to scrutinize its total operation and restructure it as needed. This period saw the Association making money to finance those activities and services that it was designed to provide. It found itself with the needed manpower and facilities to be a major factor in the ordering of Flint's community life. Chapter IX SUMMARY, CONCLUSIONS, AND IMPLICATIONS Introduction Based upon the theoretical proposition that voluntary associations are formed through broad involvement of members who share commitment to some cause, but that they tend to evolve into oligarchies based on legal principle, this study has sought to show how the IMA has developed and remained viable through the years. It has examined the Association with special attention to its ability and strategies for adapting to the social milieu as it has acted upon and reacted to crucial issues confronting it. It reveals how the IMA has been able to continue as a major force in Flint, Michigan, contributing to the well-being and ordering of community life by providing educa- tional, recreational, and other social services to its members . S UM MARY The Association The IMA is a unique employee—benefit association which has provided the Greater Flint Area with many services and facilities since 1901. Membership is by virtue of one's employment in a plant 286 287 affiliated with the parent body, the Manufacturers' Association of Flint, rather than by voluntary payment of dues . The IMA's financial base is derived from concession sales to workers in the Flint factories. The right to these concessions has been granted to the IMA by the Manu- facturers' Association which also serves as the IMA's advisor on all matters of special significance. Thus the IMA is dependent on the con- tinued granting of concession rights, members' patronage of these concessions and, most importantly, governmental acceptance of the Association as a non—profit, tax-exempt, mutual-benefit organization. During the period from 1901 until the present, the IMA, in its present and earlier forms, has provided continuing education, recre- ation, and social welfare programs for its members. By its own pro- grams and by Cooperating with other agencies in the city, the IMA has helped to make what could be a drab industrial city a dynamic and interesting place to live . As a formally organized mutual-benefit association the IMA has been able to adapt to an often dramatically changing social milieu and to remain viable. Purpose of the Research The purpose of this study was to understand how the IMA has been able to act and react in response to crucial issues through the years, to adapt itself to a changing social milieu, to provide major educational, recreational, and other social services to its members, 288 and thus continue as a major force in contributing to the well-being and ordering of life in a major industrial center. Such basic under- standing and insights into the pattern of development of this formally organized mutual-benefit association should: 1) enable leaders in other organizations to perceive how their associations can remain viable by facing up to, adjusting to, and acting upon crucial issues with which they are confronted; 2) enable the public to have a histor- ical record of the IMA; 3) provide others with sound base data for further research on the IMA and/or its related impact on Flint, Michigan; 4) provide others with sound base data for research on formal organiza- tions; 5) contribute further to a growing body of literature concerning organizations of industrial workers . Procedure Data were gathered basically from the official records of the IMA which are housed in the offices of the IMA and/or the Manufac- turers' Association of Flint. These consist of such primary sources as official minutes, letters, memoranda, special reports, photographs, and personal observation and participation. Secondary sources have included house organS, books, scrapbooks, newspaper accounts, and personal interviews . The study has been organized around a conceptual framework which has three principal components: 1) the "iron law of oligarchy, " 2) Fuller's eight " laws " of human associations, and 3) crucial issues. 289 The "iron law of oligarchy" as expounded by Robert Michels , centers on the premise that functionally it is necessary in any organi- zation for power to come eventually into the hands of a small group of people. The danger of this lies in the possibility that this small group may not seek or know the wishes of the people who make up the mem- bership and for whom the association exists. Thus, this superordinate group may use its power to provide for its own wants which may or may not be congruent with the wants of the larger group. Often this power is used in order that the group in control can perpetuate itself. Alvin Gouldner, however, contends that no superordinate group can long flaunt the will of those whom it controls . Therefore, he sees little danger in an oligarchy, and to the contrary, finds that an oligarchy may be necessary to accomplish efficiently and effectively the goals and objectives of an organization. Closely related and interwoven into these two ideas are "eight laws, " postulated by Lon Fuller, which govern the interrelations of the two principles of human association-—shared commitment and legal principle: 1. In nearly all human associations both principles are in some degree present. 2. In a given case either principle may be tacitly operative or may emerge as an object of explicit and conscious concern 0 290 In an association that is first brought into being, the principle of shared commitment will tend to be explicit and dominant even though the association from the outset adepts, or has , internal structure. To the extent that an association is seen by its members as being held together by the principle of shared commitment, it will be hostile toward internal groups dominated by the same principle. As an association moves increasingly toward a situation in which it is dominated by the legal principle, it reaches a stage in which it not only can safely tolerate, but increasingly needs internal groupings that are themselves sustained by the principle of shared commitment. In the normal course (of its development an association tends to move toward the legal principle. Once underway the development toward dominance by the legal principle feeds on itself and becomes accelera tive . The conditions of modern institutional life tend strongly to break down the distinction between the law of the political state and the internal law of associations. 291 These "laws" along with the views of Michels and Gouldner were explored to determine how they relate to the IMA as it has confronted a series of crucial issues through the years. Crucial issues were defined as serious interruptions in the normal way of life of an organization, resulting from the occurrence of unexpected situations for which the organization is not prepared and which raise problems for which customary responses are not adequate. Analysis CRUCIAL ISSUE I SHOULD THE FLINT VEHICLE FACTORY MUTUAL BENEFIT ASSOCIATION AND THE INDUSTRIAL FELLOWSHIP LEAGUE AMALGAMATE? Why Crucial This was a crucial issue, for without such an act each organ- ization would have continued operating in its own manner, serving its own purpose, but possessing little strength. Each group would have continued competing for the support of the same membership, continued duplicating services and continued seeking access to the "purse strings" of the sponsoring body. Gradually, one or both organizations would probably have lost favor with its membership and/or its sponsor, and probably would have gone out of existence. Action Taken From the records it appears that the Flint Manufacturers' 292 Association sought to persuade the Flint Vehicle Factory Mutual Benefit Association (FVFMBA) and the Industrial Fellowship League (IFL) to amalgamate. They sought this action through the technique of democratic participation by the respective boards of trustees and their memberships. However, when both boards could not agree on the move, the Manufacturers' Association asserted itself so that the consolidation came about for all practical purposes by fiat. Why Action Taken This action was taken because there was a strong feeling that they--the Manufacturers'--could not, should not, and would not con- tinue to back two financially troubled organizations which were in existence for many of the same reasons, were complementary to each other, and were serving basically the same clientele. Furthermore, allowing such inefficiency for the sake of a few individuals' preroga- tives would have been a waste of money and effort, and unquestionably against the principles of good management-~a body of principle in which the Manufacturers' group was steeped. Result of Action Taken The IMA was given life. It emerged as a viable new organi- zation with firm roots from the past. The new organization offered its members the best from two worlds, so to speak, plus some things of its own innovation. In short, it took the strengths of its predecessors while discarding the weaknesses. The amalgamation resulted in an 293 organization that was not only dedicated to bettering the social condi— tions of the factory workers in Flint at a time that was opportune in terms of the many needs of the workers, but it had the prestige and strength to act upon that dedication. The merger also set a precedent that is with the organization yet today: decisions, no matter how difficult, are made for the good of the organization and the members being served, and not necessarily of those professionals employed to carry out the IMA's tasks. It also established the power of the Advisory Committee of the Manufacturers' Association as it relates to the operation of the IMA. CRUCIAL ISSUE II COULD THE IMA CONTINUE TO FULFILL ITS CORPORATE PURPOSE OF PROVIDING NEEDED SERVICES TO ITS MEMBERS DURING THE DEPRESSION YEARS FROM 1929 - 1936? Why Crucial The depression years were crucial to the IMA inasmuch as membership in the Association began to drop drastically as automobile production declined and unemployment increased throughout Flint. Consequently both Store profits and Club membership began declining to the point that financially the IMA had difficulty in maintaining its purpose of providing for the needs of its members during this time of crisis. 294 Action Taken To help alleviate this situation of declining membership, inadequate financing and insufficient programs and services, the IMA adopted a policy of mandatory membership. In essence memberships and payment of dues became a condition of employment for all workers in the associated factories. In action taken in 1935 , the financial control of the IMA was put in the hands of a few men who acted as trustees and whose control was absolute. Even trustee elections were suspended duringthis time. During this period all programs and budgets were scrutinized carefully. Some departments were ordered closed while other depart- ments assumed the responsibilities of the defunct ones. Despite these curtailments, the IMA was still required to borrow money from the Manufacturers' As sociation . Why Action Taken The mandatory membership action was taken because of the necessity of building a welfare fund to administer relief to members. Also a portion of the mandatory membership dues went to support the Club and its many activities. Turning the complete control of the IMA over to a special group of trustees was the result of the foresignt and conservative attitude of the Advisory Committee, who, when having the new Auditorium financed in 1929 , thought that a means of fiscal control was 295 a wise precaution against unforeseen events. Thus, in case that mis- fortune should strike before the Auditorium debt was paid, the financial control of the IMA would be in experienced hands. Close scrutiny of budgets and departmental cutbacks were undertaken so that the IMA could continue to serve its members with the aid of loans from the Manufacturers' . Result of Action Taken The result of action taken during this critical period allowed the IMA not only to remain in existence, but to increase its services to members. By establishing a welfare section, the Association was able to provide relief to many of its members that would not have other- wise been available to them. In addition to welfare, Club and family activities were expanded to give people social and recreational activities at little or cost. Thus the dues and membership requirements allowed the IMA to continue to serve peOple. This provided the workers of Flint a psycho- logical lift of immeasurable value during that trying period of time. The services provided during the depression years gave a new thrust to the IMA as members and their families literally swarmed to Potter's Lake, the IMA Auditorium and the Club for activities. Thus, credence was given to the motto -- "SOMEPLACE TO GO IN FLINT. " Not only were the activities well-planned and well-conducted, but for many persons it was the nicest place they had to go--often appreciably nicer than their homes. u >1 E 296 The Club and welfare services gave evidence of meeting the constitutional charge of providing for the mutual benefit (social, physical, mental and moral) of all its members. As a result, large numbers of Flint residents can recall many happy hours spent "at the IMA" during the less than happy years of the depression. These efforts combined with tight-fisted objective manage- ment allowed the IMA, despite severe financial problems, to emerge from the depression with programs thriving. However, the organiza— tion was totally dedicated to the good management of its members' money in order that its financial dignity might be restored at the earli- est possible time . CRUCIAL ISSUE III COULD THE IMA MAINTAIN A NEUTRAL ROLE AND SURVIVE THE IMPACT OF THE SITDOWN STRIKE OF 1937? Why Crucial The Sitdown Strike was crucial to the IMA because it brought about an alienation of workers which reduced the membership to a mere 177 persons. This loss of members and the negative attitude that accompanied the loss forced a complete realignment in the Associa- tion's operating procedure. Action Taken The IMA was advised to support the management's point of 297 view during the work stoppage. Therefore the IMA News, the popular magazine for the factory worker, was used as a vehicle to transmit the non—union side of the issue. Why Action Taken Management felt that it had been fair to the workers, and that if the "true" picture were painted for them, they would rally around management. Had not the IMA, and its predecessor organizations, provided to its members many benefits not commonly found in other places ? Furthermore, had not many of the managers shown a genuine concern for the plight of the worker, and indeed felt responsibility toward improving his situation? Thus, there prevailed a belief that the union movement could be curtailed and things returned to "normal. " Result of Action Taken The unionists countered the action taken with accusations of the IMA being a company union and a paternalistic organization run for the benefit of the owners. A nearly complete alienation took place as the IMA came to symbolize management in the eyes of the common workingman. Membership dropped to a low of 177 by 1939 and brought the Association to its knees. In order to survive the IMA had to change its modus operandi drastically. The following changes took place: 1. The lease on the bank building was allowed to expire; thus the Club was discontinued. IL—‘W‘ ~I~ w igu—A 298 2. The IMA News was discontinued. 3. The salaries of all employees were reduced by 10 percent. 4. The IMA sought loans from the Manufacturers' Association just to meet its immediate financial obligations . 5 . The executive and recreational offices were shifted to the Auditorium and/or the Warehouse. 6. The activities conducted by the IMA were designed to serve large numbers of people at Athletic Park, Potter's Lake, and the Auditorium. CRUCIAL ISSUE IV SHOULD'THE IMA, IN THE ECONOMIC BOOM or WORLD WAR II RESUME A MAJOR OPERATION or PROGRAMS OR SEEK TO ESTABLISH A FIRM FINANCIAL BASE? Why Crucial This question was crucial because at this point in the IMA's development the future direction of the Association was uncertain. Its membership had dwindled. Its major activities had been curtailed. It now operated marginal programs and maintained its facilities--the Auditorium, Athletic Park, and Potter's Lake. A basic decision had to be made about what to do with its profits. 299 Action Taken Priority was given to the paying of outstanding Auditorium bonds, eliminating all notes payable, and reducing accounts payable to a reasonable level. It was decided further to buy large quantities of United States Defense Bonds. As far as people were concerned, the IMA voted to concen- trate on providing large-scale group activities for the general IMA membership and to contribute to community groups. Why Action Taken The decision to make itself more solvent was the result of the financial stress it had been under during the depression and pressure of the ensuing strike. Plainly the decision to pay debts and invest was an attempt to re-establish a solid financial base for itself while the IMA was also fulfilling its commitment to the war effort. By conducting large-scale activities within the IMA's existing facilities, the Association used minimal manpower--and thus kept to minimal cost. With the IMA's membership making up a high percentage of the total population of the Flint Area, it was decided that any contribution that improved the total community also improved the welfare of each member. Thus, contributions were made to many worthy causes . 300 Result of Action Taken By paying its debts and investing in defense bonds, the IMA accumulated assets of considerable proportions. This allowed the Association to begin planning for post-war expansion. As the result of its actually conducting very few activities, the IMA became more and more known to the man-on-the-street and Let men in the plant as an Auditorium. Other agencies began identifying it as a source of funds. The result of the IMA's actions during this time was to give it enough financial depth to make it eventually a major social contrib- utor again in the Flint Community. Its action also accentuated a problem with the IRS in the cumulative tax case which had been building against the IMA through the years. CRUCIAL ISSUE V COULD THE IMA RETAIN ITS FEDERAL INCOME TAX EXEMPTION AND SURVIVE THE PERIODIC INTRUSION OF THE INTERNAL REVENUE SERVICE ? Why Crucial The financial basis for the IMA's Operation, concessions in the plants , is predicated on the concept that the Association is a non- profit organization that plows its profits into activities, services, and facilities which benefit its membership. Thus, if the IMA should lose 301 a major share of its income through payment of income tax, the Associ- ation would become much less effective in the community, and of much less benefit to its membership. Action Taken When confronted by the IRS in 1923 for payment of taxes that had been accumulating since 1919 (Charged to the IFL), the IMA refused to pay. Furthermore, the IMA and its parent body took the offensive. They used all their power and influence to have a section of the Mellon Tax Law amended so as to give exemption to the IMA. In the 19 60's it again became necessary for the IMA and the Manufacturers' Association of Flint to engage some of the best tax attorneys in the country and exert their full power and influence in order to retain the tax-exempt status which had been reaffirmed by the IRS as late as 1937. Late in the 1960's the IMA in conjunction with the Manufac- turers' Association again sent men to Washington to influence legisla- tion. The Income Tax Law was being revised. Thus attorneys were hired and congressmen consulted on the matter. Other action taken by the Association during this period of the '60's focused on the IMA reassessing its operational and organiza- tional patterns to conform to reasonable IRS requirements. WM Action Taken Obviously in 1923 the IMA looked to Congress so that it, the l. 302 Association, could be classified as a tax-exempt, non-profit, organi— zation. This Classification would allow the IMA the opportunity to fulfill its corporate purpose of bringing together the employees of the Flint factories for their own mutual benefit. To accomplish this it was necessary for the IMA to retain the best tax attorneys in the country, use its influence with local congressmen, and reassess its own situation to make sure its house was in order. In short, this action was taken to assure the very sur- vival of the IMA. Result of Action Taken The Mellon Tax Law was specifically amended in 1924 so as to afford the IMA a tax exemption status. The amended section reads as follows: Local associations of employees, the membership of which is limited to the employees of a designated person or persons in a particular municipality, and the net earnings of which are devoted exclusively to charitable, educational and recreational purposes . . . As the aftermath of the strenuous and time—consuming battles, the IMA was allowed to retain its tax-exempt status that the IRS recommended be revoked after its investigations of 1960, '61 and '62. In response to the brief filed by the IMA in February, 19 65 , the IRS eventually agreed that the Association's tax-exempt status Should not be revoked. Such word was received in December, 1966. 303 When the IMA again sent men to Washington in 19 69 to influence the writing of the Tax Reform Act, it was again successful in gaining protection for itself. Simultaneously with the tax battles and as the result of the reassessments of the organization, the IMA again became more peOple— oriented. Thus it began adding activities and staff members to its operation. In other words it was living up to the charge made to it by the Manufacturers' Association -- to become more of an operator and less of a broker. CRUCIAL ISSUE VI CAN THE IMA CONTINUE TO EXPEND ITS FUNDS AND ENERGIES, AS DEMANDED BY THE IRS, OR WILL IT REVERT TO A MODE OF OPERATION THAT IS QUESTIONABLE TO THE IRS ? Why Crucial As the result of the IRS's constant vigil, the IMA must operate within its corporate purpose and within the established tax laws or risk losing its tax-exempt status. The cruciality of this task is that Flint, as a community, has several institutions working in it that make it increasingly difficult to find legitimate activities and facilities that serve its members' needs and its corporate purpose and which are not being provided already by these other institutions or a . 304 coalition of them. Among these other institutions are the Mott Foundation, the Cultural Center, Mott Community College and the Flint Community Schools . Action Taken The IMA has established committees to investigate possible areas of expansion. The professional staff has been charged to work with these committees , and within their own respective departments , for the purpose of developing plans of expansion that keep within the corporate purpose of the IMA. A new prOgram to develop member awareness of the Association has been undertaken. Result of Action Taken The effect of this action has been to come up with major plans for new activities and facilities , plus the hiring of additional staff to conduct the activities and staff the new facilities . A public relations program has been contracted for the purpose of keeping the IMA constantly before the public. CONCLUSIONS 1. The IMA is a formally organized mutua l-benefit association that promotes, fosters and Stimulates the welfare of its members in areas of education, recreation, and social services: The Association is duly constituted, and is recog- nized by the governments of the State of Michigan and the United States as a legitimate employees' organization . 30:) The Association, in keeping within its corporate purpose is obligated to operate these kinds Of programs. The Association is under the vigilance of its professional staff, Board of Trustees, Advisory Committee, and several governmental units to ensure that it stays within and fulfills its corporate purposes. The Association's existing programs, services, and facilities (along with those of the past) give witness to its performing legitimately. II. The IMA is in fact an involuntary association in the sense that members belong solely by virtue of their employment in a factory associated with the Manufacturers' Association of Flint: The employee does not have the option of not belonging to the Association. This condition of membership has been consistent through the years with the exception of the period of depression. III. The IMA always has operated as an oligarchy: The Association has been from the outset under the ultimate control of the Advisory Committee of the Manufacturers' Association. L. .1103; ~‘_ 31d. v .- 306 All major financial disbursements, policy Changes, and such, must be approved by the Advisory Committee. The Board of Trustees is selected from a restricted group of active members (as Opposed to associate members in the Association). Lt The elected Board of Trustees of the Association .- and the professional staff determine the direction of the IMA's day-to-day operation. 1 IV. The oligarchy is allowed to exist because it effectively provides the activities, services, and facilities that meet the wants of its members: The Association provides a comprehensive program in the areas of educational, recreational and social services. The Association owns and operates several excellent physical facilities in which it conducts programs that are well-attended by its members. The Association has considered and acted upon members' Concerns--prices charged in the Stores, need for welfare services, demonstrated anti-labor position, and mandatory dues-paying member- ship requirements . 307 V. The IMA has established a domain of considerable magnitude and prestige in the Flint Community: The Association performs major functions in the areas of education, recreation, and social services. The Association has constructed edifices of prime importance to the lives of its members. rad The Association has acquired significant amounts of property in order to serve the needs of its i members. i- The Association enjoys a positive relationship with the communication media in the Flint Area which adds to its visibility and prestige. The Association is a major payer of local taxes in the Flint Community. VI. The IMA has demonstrated that it is capable of increasing or diminishing its domain as circumstances dictate: The Association expanded its Club activities and moved into welfare programs during the depression but moved out of these as situations changed. The Association operated its own school, bank, and insurance programs until other community units were ready to assume these responsibilities. The Association moved from being an operator of programs to becoming a "broker" and back to 308 being an operator of programs, with significant success. The Association is constantly evaluating its programs and services while seeking new directions. VII. The IMA is an example of how an association made up of members representing both labor and management can provide for the good of both: The Association is composed of members representing both labor and management. The Association makes available its programs, services, and facilities to both groups on an equal and combined basis: separate activities for each group do not exist. VIII. The IMA always has been dominated by the legal principle: The Association has from the outset operated under formal rules and entitlements. The corporate nature of the Association and its hierarchy has influenced and accelerated this domination. The crucial issues which have confronted the Association have increased its dependence on the safety of operating under legal principles. 309 1X. The principle of shared commitment in the IMA always has been more tacitly operative than explicit: The Association's membership feels little sense of shared commitment. The only shared commitment of consequence belongs to the oligarchy of the Association. There is an effort underway, on the part of the oligarchy, to increase the feeling of pride and shared commitment within the membership. X. The IMA is an efficiently—run organization: The Association is well-organized with functions clearly defined. The Association's professional staff is relatively small and effective. The Association's finances are thoroughly protected and accounted for at all times. The Association's records are complete, well-organized, and well preserved. IMPLICATIONS I. The IMA demonstrates that labor and management groups can co-exist within a formal organization with benefits being derived by both groups and the community-at—large. I—v - 5-111? _ . 11. Ill. 1V. VI. VII. VIII. IX. 310 A full analysis of the IMA shows the necessity of any organization's relying on resources external to itself. A full analysis of the IMA points out the administrative behavior necessary to conduct a mutual—benefit association successfully. A full analysis of the IMA gives evidence of the influence that a powerful organization can have on legislation at the local, state and federal levels. The IMA has succeeded in handling crucial issues facing it because it was controlled by top-level decision makers repre- senting management. The IMA has been able to gain the prestige and means necessary to expand its domain further. The IMA would be difficult to emulate under today's tax laws and governmental regulations. The development of organizations Similar to the IMA may have implications for Cities as they seek revenue—sharing types of programs . This study may invoke an interest in learning how concession monies are spent in other industrial cities. '94:?» a 312 The IMA, although not a fully voluntary association, is a unique example of how this kind of member on a community-serving I organization can help to order the life of a community in a positive way. The lMA's history will help determine its future by giving it a firm philosophical, financial, and community base from which to extend its domain. HOpefully, this account will contribute to that base and to its future development for the good of the Flint Community. APP EN DIX May 21, 1964 INDUSTRIAL MUTUAL ASSOCIATION OF FLINT ARTICLES OF ASSOCIATION (Originally executed August 14, 1917, and recorded August 21, 1917, under the name: INDUSTRIAL FELLOWSHIP LEAGUE, and amended September 30, 1922; January 9, 1923; October 28, 1924; November 22, 1932; April 28, 1936, and December 26, 1962, as on file in the offices of the Michigan Corporation and Securities Commission. Each article is stated here in the last amended form as filed with the State.) ARTICLE I (Amendment of 9/30/22) i NAME Ira-m“... Section 1. This Association shall be known as the Industrial Mutual Association of Flint. ARTICLE II (Amendment of 12/26/62) The purpose or purposes of this corporation are as follows: Section 1. To promote, foster and stimulate the mutual welfare of the employees of the Associated Factories of Flint, Michigan, socially, physically, mentally and morally and to extend mutual relief to the members in cases arising from accident, sickness and death and to develop such enterprises as may be deemed necessary, the income from which shall be used to finance the aforesaid mutual welfare, recreational and educational service and the net earnings of which shall be devoted exclusively to charitable, educational or recreational purposes and no part of any such income received to inure to the private benefit of any member or individual. Associated Factories of Flint are those factories that are members of the Manufacturers Association of Flint, Michigan. Section 2. To own, occupy, use, operate and maintain in the City of Flint, Michigan, a public auditorium or auditoriums and related facilities, including a parking lot or parking lots to be used in connection therewith; to use said auditorium or auditoriums and related facilities for the purpose of conducting free public lectures, travelogues and other educational programs, to permit said auditorium or auditoriums and related facilities to be used by other organizations and in- dividuals, and to make a charge for such use by other organizations and indi- viduals provided, however, that the total charges collected for such use in any calendar year shall never exceed the amount required for the successful Operation and maintenance of such auditorium or auditoriums and related facilities for such year. 313 314 Page #2 .Articles of Association ARTICLE II (Continued) Section 3. To own, occupy, use, Operate and maintain parks and recreational facilities, to permit other organizations and individuals to use said parks and recreational facilities and to make a charge for such use provided, however, that the total charges collected for such use in any calendar year shall never exceed the amount required for the successful operation and maintenance of such parks and k recreational facilities during such year. ARTICLE III (Adopted 8/14/17) PLACE OF BUSINESS Section 1. The principal office or place of business shall be at Flint, Michigan, in the County of Genesee. ARTICLE IV BOARD OF TRUSTEES Section 1. (Amendment of 4/28/36) The Board of Trustees shall consist of twenty-four (24) representatives elected from the Associated Factories, - one from each Associated Factory employing less than one thousand, and the balance to be pro-rated in the Associated Factories employing over one thousand. In addition: (a) One representative selected by the Manufacturers Association of Flint; (b) The Director or Manager of the Personnel Department of each of the Associated Factories employing over one thousand. The basis of determining the number of representatives to be elected from each factory shall be taken from the records of the Manufacturers Association of Flint, using average employment for one year previous to election. Section 2. (Amendment of 11/22/32) The Executive Committee of the Manufacturers Association of Flint shall act in an advisory capacity and shall be known as the Advisory Committee. ARTICLE V MEMBERSHIP Section 1. (Amendment of 10/28/24) Any person of good character and sound mental and bodily health in the employ of any of the Associated Factories of Flint is eligible to membership. 315 Page #3 leTicles of Association ARTICLE 2 (Continued) MEMBERSHIP Section 2. (Amendment of 4/28/36) ‘Membership in the Association shall be divided into two classes - active and associate membership. ARTICLE VI (Amendment of 11/22/32) ANNUAL MEETING Section 1. The annual meeting of the Industrial Mntual Association of Flint shall be held on the fourth Tuesday in January of each year, at which time a financial state- rnent shall be rendered and reports made of the various activities of the Association. Section 2. The fiscal year of the Industrial Mutual Association shall begin on January lat and shall end with the close of business December Blst of each year. ARTICLE VII (Amendment of 10/28/24) AMENDMENTS Section 1. This Constitution may be added to or amended at any meeting of the Board of Trustees by two~thirds vote of the members of the Board of Trustees present and voting, provided that a cOpy of said proposed amendments or additions be sent to each member prior to such meeting. ARTICLE VII; (Amendment of 12/26/62) Section 1. The term of the Corporation is 30 years from the date of the filing of this amendment in the office of the Michigan Corporation and Securities Commission. (Note: The referenced amendment was filed with the Commissioner of Michigan Corporation and Securities Commission on December 27, 1962.) 316 INDUSTRIAL MUTUAL ASSOCIATION OF FLINT BY-LANS As Amended March 25, 1969 ARTICLE I ELECTION OF BOARD or TRUSTEES I” Section l. Each Trustee's term of service is two years, Beginning January l following his election to the Board. Since the terms of approximately half of the elective Trusteeships expire each year, election to fill such currently expiring Trusteeship terms is held by the Active Members of each of the Associated Factories of Flint during the first week of December. The Plant Manager of each member plant in which one or more Trusteeship terms will be expiring shall appoint a Nominating and Election Committee who shall be responsible for making written nominations of Active member candidates. issuance of ballots. and for conducting the election among all Active Members of the Association employed at that plant. .1.‘ b~ No person shall be eligible who is not of legal age and an Active Member of the Association, and who has not paid membership dues for at least one year previous to election; however, the one year time requirement may be waived in order to comply with Article IV, Section I of the Articles of Incorporation. An active member of the Association is a person employed in the Associated Factories of Flint and one who holds a member- ship card by reason of payment of regular dues into the Association. The active members shall vote by mail or in person, by secret ballot in conformity with such additional rules and regulations as the Board of Trustees may adopt. Only candidates who have been properly nominated and names placed on ballots will be considered in elections. In case only one man is nominated for each office the Election Committee may cast an unanimous vote for candidate and declare him elected to office unopposed. Sggtigg_g. Immediately following the election at each of the Associated Factories, the Plant Manager of that plant shall forward Certificate of Election, signed by_the Election Committee, for filing in the offices of the‘Association. 317 Section 3. In case of resignation or removal of any Trustee, the Plant Manager of that factory shall appoint a Trustee to fill vacancy for the unexpired term. Section 4. In case any Trustee fails to attend three consecutive Trustee meetings, showing a disinclination to attend the regular duties of a Trustee, the Plant Manager will be notified by the President that a Trustee may be removed from office through non-attendance. and the President may request him to appoint a Trustee to fill the vacancy, as stated in Section 3 of this Article. ARTICLE II BOARD OF TRUSTEES Section 1. The Board of Trustees shall meet on the fourth Tuesday of each month for the transaction of business, at such time and place as it may determine. Special meetings of the Board of Trustees may be called by the President at any time upon notice to the members thereof or by the Secretary upon written request signed by five members of the Board of Trustees. Notice of special meeting shall be given out at least forty-eight (48) hours in advance of said Special meeting and such notice shall state the purpose the meeting was called for. All meetings of the Board of Trustees shall be conducted according to the Roberts Rules of Order, in all cases to which they are applicable and in which they are not inconsistent with the By-Laws of the Association. Section 2. The Immediate Past President shall be Honorary Chairman of the Board of Trustees. ARTICLE III OFFICERS Section l. The officers of the Industrial Mutual Association of Flint shall be: President, four Vice-Presidents (who shall serve as Chairmen of the four standing Committees), Secretary, and Treasurer. Section 2. All officers are elected annually. A President may not be nominated to succeed himself, but may be nominated again in any subsequent year. No Vice President shall serve more than two successive years as Chairman of the same Standing Committee. Any nominee for President must at some time have served as Vice President. 318 ARTICLE IV ELECTION OF OFFICERS Section T. At the regular meeting of the Board of Trustees prior to the annual meeting, the President shall appoint a Nominating Committee of five members, with the Representative of the Manufacturers Association serving as Chairman to preserve liason with the Advisory Committee. This Nominating Committee shall nominate candidates for office; nomination of the four Vice Presidents shall include designation of the Standing Committee each shall serve as Chairman. This does not exclude any nominations which may be made from the floor by members of the Board of Trustees. The officers shall be elected by the majority vote of the Board of Trustees present and voting, a quorum being present. The election shall be by ballot, except where there is only one candidate for the office, in which case the President may direct the Secretary to cast a unanimous vote for the nominee. The officers shall hold office for a period of one year, or until their . successors shall be elected and qualified. 3 Section 2. A vacancy in any office may be filled by the majority vote of the Board of Trustees present and voting at any meeting, a quorum being present. The successor so elected, shall hold office for the unexpired term or until the election of his successor. ARTICLE v DUTIES 0F_gFFICER§ Section l. PRESIDENT: It shall be the duty of the President to preside at all meetings of the Board of Trustees and Executive Committee. In the absence of the President, the immediate Past President, in his capacity as Honorary Chairman of the Board of Trustees, shall preside at such meetings. He shall at his discretion appoint such committees as he may deem necessary for the efficient transaction of business. The retiring President will preside at the annual meeting until all officers are duly elected. Section 2. VICE PRESIDENTS: It shall be the duty of each of the four Vice Presidents to serve as Chairman of the Standing Committee designated to him at the time he was nominated and elected. and he shall perform such other duties as may be assigned to him by the Board. 319 Section 3. SECRETARY: It shall be the responsibility of the Secretary to maintain minutes and a complete record of all business at the Board meetings. He may be paid a salary fixed by the Executive Committee for his services. Section 4. TREASURER: The Treasurer shall be the custodian of all funds and securities which are to be deposited by the Managing Director in the name of the Industrial Mutual Association of Flint, in banks designated by the Executive Committee. He may be paid a salary fixed by the Executive Committee for his services. A“ Section 5. MANAGING DIRECTOR: The Managing Director shall have active direction and supervision of all departments of the Association, and shall be directly responsible to the Executive Committee. He shall keep books of account together with a list of real estate property, and fixtures Ir owned and used in the operation of the Association. He Shall perform duties prescribed by the Executive Committee. He shall be paid a salary fixed by the Executive Committee, approved by the Manufacturers Association Advisory Committee. he is empowered to make expenditures up to $2500 for office, plant, operations, and services departments. which he shall report to the Executive Committee. He shall also have authority to make social service, recreational, or educational contributions up to $2500 with the agreement of the appropriate service committee Chairman and concurrence of the President, and the Representative of the Manufacturers Association. He is responsible for preparation of an annual budget covering operations, plant, office and services-- including contribution patterns and recurring expenses established and sanctioned by precedent. This annual budget will proceed through all Standing Committees for possible recommendations of change, and will be presented to the Board of Trustees by the Executive Committee with a c0py to the Manufacturers Association of Flint. After approval by the Board of Trustees, this budget shall constitute authori- zation for Operation and expenditures by the Managing Director as specified in said budget--subject to monthly report, review, and approval by the Executive Committee and Board of Trustees. In addition, the Managing Director will present monthly progress reports and forecasts Of income, expenditures, and activities for the balance of the year. Section 6. Officers in charge and such other employees who have charge of funds shall furnish the Association bonds in such sums as the Executive Committee may prescribe, the expense thereof to be borne by the Association. 320 ARTICLE VI STANDING COMMITTEES Section I. The members of the following standing committees shall be appointed by the President, within one week after the election of officers, which standing committees shall serve for one year from date of appointment or until their successors have been appointed. Operations a Finance Committee Social Service Committee Recreation Committee Education Committee Section 2. EXECUTIVE COMMITTEE: This Committee shall consist of the President, the four Vice Presidents, the Immediate Past President serving as Honorary Chairman of the Board of Trustees, the Treasurer, the Secretary, the Representative of the Manufacturers Association of Flint, and the Chairman of the Personnel Group. This committee shall transact all business which may arise between the intervals of the meetings of the Board of Trustees and they shall submit all business acted upon to the Board for its approval. This committee shall have power to employ and fix the compensation of the Managing Director, which action must be submitted to the Manufacturers Association of Flint for its approval. This committee shall have power to fix the compensation of such assistants as the Managing Director may require. They shall designate the banks in which the funds of the Association shall be deposited and shall have the entire jurisdiction of all funds. Sectign~§; OPERATIONS AND FINANCE COMMITTEE: This committee shall consist of five or more members of the Board of Trustees, including the Treasurer. This committee shall have reSponsibility for establishing proper financial procedures and policies for finances and accounting of the Association and have access to the records and books at all times. This committee shall be informed of any projects, proposals, or changes in I.M.A. services activities recommended by committees to the Executive Committee, and shall be responsible for considering and reporting to the Executive Committee any factors relating to availability of funds, insurance factors, and tax law requirements such projects, proposals, or changes might involve. The committee shall be kept informed of the financial operations of the Association, and Shall be available to act as advisors to the Managing Director in financial matters. It shall provide for an annual audit of all books and financial records of the Association, and shall work closely with the sales operations departments of the Association. in! IIACTQ"! .'.1'.‘ “If 321 Section 4. SOCIAL SERVICE COMMITTEE: This committee shall consiSt of five or more members of the Board of Trustees, and shall have responsibility for study and recommendation on any proposal, project, or suggested change in existing I.M.A. charitable, welfare, or other social service activities. This committee shall be kept informed of all Operations of the social service department of the I.M.A., and shall be available to act as advisors to the Managing Director on social service matters. Section 5. RECREATION COMMITTEE: This committee shall consist of five or more members of the Board of Trustees, and shall have responsibility for study and recommendation on any proposal, project, or suggested change in existing I.M.A. activities in the field of recreation, shall be kept informed of the operations of the recreation department of the I.M.A., and shall be available to act as advisors to the Managing Director on recreational matters. Section 6. EDUCATIONAL COMMITTEE: The Education Committee shall consist Of five or more members of the Board of Trustees, and shall have responsibility for study and recommendation on any proposal, project, or suggested change in existing I.M.A. activities in the field of education, shall be kept informed of the operations of the educational department of the I.M.A., and shall be available to act as advisors to the Managing Director on educational matters. ARTICLE VII FINANCES Section l. The funds of the Association shall be carried in a general account and all deposits made thereto. Any extraordinary disbursements of funds shall not be made unless the Advisory Committee of the Manufacturers Association of Flint has been notified of the nature and purpose of the expenditure and their approval secured. Section 2. All general checks shall be signed - "Industrial Mutual Association of Flint" - and will bear any two (2) signatures of the following five: Managing Director, Operations Manager, Comptroller, Treasurer, or Secretary, all of whom shall be bonded. Signatures on fund accounts will be designated by the Managing Director and bank will be authorized by the Association's letter signed by the President. 322 ARTICLE VIII MEMBERSHIP AND DUES Section l. Membership in this Association shall be divided into two classes - active and associate membership. Section 2. Any person becoming an active member of the Association shall pay his or her dues at the offices of the Association, at the rate of $5.00 annually. Section 3. Any person employed in the Associated Factories of FTint Ts entitled to an associate membership in the F Association without payment of dues. Section 4. Active members shall have exclusive voting power and shall be entitled to all rights and privileges of member- ship. Section 5. Associate members shall be entitled to privileges as designated by the Board of Trustees. Under no circumstances will they be entitled to vote nor have or be deemed to have any interest of any kind in the operations or property of the Association. Section 6. Any associate member may become an active member upon application therefor, election by the Board of Trustees. and payment of annual dues. Such election shall be by two- thirds vote of the members of the Board present and voting at any meeting, provided that the name of the applicant shall have been furnished to each active member of the Association at least ten (l0) days prior to such meeting. Section 7. Special meetings of the members may be held at any time designated by the President, Executive Committee or Board of Trustees subject to the provision that at least two days notice of such special meeting shall be given to the members entitled to vote at such special meeting. Such notice may be given by written notice delivered by mail or personally, by telegram, or by telephone or personal call and the notice shall state the general purpose for which such special meeting has been called. Section 8. A majority of the members entitled to vote and present in person or represented thereat by proxy, or any combination thereof so present at the meeting, shall constitute a quorum at any annual or Special meeting of the members. Voting members shall be entitled to be represented by written proxy at any and all annual and Special meetings thereof. 323 ARTICLE IX AMENDMENTS Section l. These By-Laws may be added to or amended at any meeting of the Board Of Trustees by two-thirds vote of the members present and voting, provided that a c0py of said proposed amendments or additions be sent to each member of the Board of Trustees ten (l0) days prior to such meeting. ARTICLE X QUORUM Section l. A quorum for the purpose of transacting business shall consist of not less than twelve (l2) members of the Board of Trustees. Section 2. At meetings of the Executive Committee, a quorum for the purpose of transacting business shall consist of not less than six (6) members of the Committee, including the presiding officer. 6 7 :30-11 :00-11 :00- 4 :30- 3 :OO- 4 :45- 5 :00- 5 :OO- 4 :30- S :00- 5 :30- 6 :00- 6 :30-10 :30-10 :00- 7: :45- 8 :00- 9: :00- 8: :45- 8 :00-10 :00-10 :00-10 :00-10 :00- 7 :00-10 '30 a.m. :OOa.m. :00 p.m. :30p.m. :45 p.m. :30 p.m. :00 p.m. :30 p.m. :00 p.m. :30 p.m. :00 p.m. :30 p.m. :00 p.m. :30 p.m. :15 p.m. :00 p.m. :00 p.m. :00 p.m . :00 p.m. :00 p.m. :00 p.m. 8:00-10:30 p.m . 8:00-Midnight 324 MON DAY Chevrolet Nite Hawks Indoor Baseball League F.E.R.A. Class Shop Arith- metic (Men) F.E.R.A. French Class F.E.R.A. Gym Class, Women Boys; Intermediate Tumbling Boys' Beginning Tumbling Class Children's Dramatics Class Children's Intermediate Ballet Dancing Children's Intermediate Tap Dancing Class Children's Advanced Tap Dancing Class Children's Advanced Tap 11th floor Gym Room 801 Room 801 11th floor Gym 7th floor Gym 7th floor Gym Room 801 11th floor Gym 11th floor Gym 11th floor Gym Dancing Class 7th floor Boys' Beginning Tap Dancing Class 7th floor Chevrolet Men's Bridge Club Room 1203 Research Group of Literary Club (Adults) Room 802 Women's Advanced Musical Comedy Dancing Class Women's Beginning Musical Comedy Dancing Girls' Glee Club Buick Main Office Bowling League--24 Teams--120 Marvel Carburetor Bowling League-~6 Teams-~30 7th floor Gym 7th floor Gym Room 801 8th, 9th & 10th floor Bowlers 7th floor Buick "D" Bowling League-- 8 Teams--4O Bowlers 8th floor Buick No. 3 Bowling League—- 6 Teams--30 Bowlers 10th floor AC Spark Plug Special -- 2 Team s--10 Bowlers 10th floor Buick No. 40 Bowling League-- 5 Teams--4O Bowlers 9th floor Chevrolet Nite Hawks Basketball League 11th floor Gym Men's Inter-Factory Basketball ' League ‘ 11th floor Gym Shower Room-—28 Showers 11th floor Locker Room Checker & Chess Room Open 11th floor Lounge 10 Abbbub \l 0000 :00-11:00 a.m. :00- 4:00 p.m. :00-10:00 p.m. :00- 9:00 p.m. :00- 8:45 p.m. :00- 7:30 p.m. :30- 8:00 p.m. :00- 8:30 p.m. :30-11:30 p.m. :00-10:00 p.m. :00-10:00 p.m. :00-12:00 noon :00- 5:00 p.m. :00- 4:45 p.m. :45- 5:30 p.m. :00- 4:30 p.m. :00- 5:00 p.m. :00- 5:30 p.m. :30- 6:00 p.m. :00- 6:30 p.m. :00-10:15 p.m. :00-10:30 p.m. :00-Midnite 325 TUESDAY F.E.R.A. Class Shop Arith- metic (Men) F.E.R.A. Tennis Class for Women AC Designers Club (Men) Women's Beginning Sewing Class Women's Artcraft Class Women's Advanced Tap Dancing Class Women's Intermediate Tap Dancing Class Women's Beginning Tap Dancing Class Chevrolet Nite Hawks Indoor Baseball League Fisher Body No. 2 Bowling League--16 Teams--80 Bowlers Marvel Carburetor Girls Bowling League--6 Teams -—30 Bowlers Buick Die Sinkers Bowling League-~6 Teams --30 Bowlers Boys' Model Airplane Club Girls' Beginning Tumbling Class Girls' Beginning Tumbling Class Children's Rhythm Band Class Children's Advanced and Intermediate Acrobatics Boys' Intermediate Tap Dancing Class Girls' Beginning Tap Dancing Class Children's Beginning Tap Dancing Class Girls' Basketball League-— 4 Games Shower Room--28 Showers Chess & Chess Room Open adjoining Room 801 11th floor Gym Room 801 Room 1201 & 1202 Room 802 7th floor Gym 7th floor Gym 7th floor Gym 11th floor Gym 9th & 10th floors 7th floor 8th floor Room 1201 & 1202 7th floor Gym 7th floor Gym Room 801 11th floor Gym 11th floor Gym 11th floor Gym 11th floor Gym 11th floor Gym 11th floor Locker Room 11th floor Lounge 10 10 11 5 8 :00- :30—11 :00-11 :00- 4: :00-10: :45-11 :30-12 :00- 3 :00- 9 :00- 9: :00-11 :00-10 :00-10: :30- 7: :00-10: :00- 5 :00- 4: :30- 5: :45- 5 :00- 6 :30 a. :00 a. 45a :30 a. 00 p. .m. m. :00 noon :45 p. :00 p. 00p :00 a. :00 p. 00 p. 00 p. 00 p. :00 p. 30p. 00 p. :30 p. :00 p. 8 :00-Midnite m. m. .m. m. In. 5:30 p.m. :00-10:30 p.m. 326 WEDNESDAY Chevrolet Nite Hawks Indoor Baseball League Men's Shop Arithmetic F.E.R.A. Class Swimming Class for Women Women's Advanced Musical Comedy Dancing Women's Beginning Musical Comedy Dancing Men's Beginning Tap Dancing Classes Women's Artcra ft Class Adults Beginning Contract Bridge Class Women's Advanced Sewing Class Chevrolet Nite Hawks Bowling League--24 Teams-- 120 Bowlers Chevrolet Main Office Bowling League-~16 Teams --80 Bowlers AC Spark Plug Bowling League —-16 Teams--80 Bowlers Chevrolet Nite Hawks Basketball Games Inter-Factory Basketball Games (Men) Children's Intermediate Harmonica Band Class Children's Intermediate Tap Dancing Class Children's Intermediate Tap Dancing Class Children's Acrobatic Dancing Class Children's Harmonica Band Class 8th (Children' 5 Intermediate Tap Dancing C las s 11th floor Gym Room 801 Haskell Swimming Pool 7th floor Gym 7th floor Gym 7th floor Gym Room 802 Room 801 Room 802 , 9th & 10th floors 9th & 10th floors 7th & 8th floors 11th floor Gym 11th floor Gym Room 801 11th floor Gym 11th floor Gym 11th floor Gym Room 801 11th floor Gym Shower Room--28 Showers 11th floor Locker Room Checker & Chess Room Open adjoining 11th floor Lounge 9 :00-11:00 a .m. 2:00- 4:00 p.m. 7:00- 9:00 p.m. 7:00— 7:45 p.m. 7:00— 7:30 p.m. 7:00- 8:00 p.m. 8:00- 9:00 p.m. 7:00-10:00 p.m. 8:00- 8:30 p.m. 10:00-10:30 a m 11:00-11:30 a.m. 11:30—12:00 noon 4:00- 5:00 p.m. 4:00- 5:00 p.m. 4:00- 4:45 p.m. 4:00- 4:30 p.m. 4:30- 5:00 p.m. 4:45- 5:30 p.m 5:00— 5:30 p.m 5:30— 6:00 p.m. 6:00- 6:30 p.m. 6:00— 8:00 p.m. oooo :00-10:00 p.m. :00-10:00 p.m. :00-10:00 p.m. :00-10:00 p.m. :30-10:30 p.m. 2:00— 4:00 p.m. oooo :00-10:30 p.m. :00-Midnite 327 THURSDAY Men's Shop Arithmetic Class F.E.R.A. Room 801 Women's Tennis Class 11th floor Gym Women's Home Decorating Class Room 1201 & 1202 Gym & Weight Normalizing Class for Women 11th floor Gym Women's Advanced Tap Dancing Class 7th floor Gym Women's Literary Club Room 801 Men's Literary Club Room 802 Buick Main Office Bridge Club (Men) Room 802 Men's Beginning Tap Dancing 7th floor Gym Children's Intermediate Baby Ballet Class 11th floor Gym Children's Beginning Baby Ballet Dancing Class 11th floor Gym Children's Beginning Baby Ballet Dancing Class 11th floor Gym Children's Dramatic Class Room 801 Boys' Model Airplane Club Room 1201 & 1202 Girls' Intermediate Tumbling 7th floor Gym Children's Advanced Ballet Dancing Class 11th floor Gym Children's Intermediate Tap Dancing Class 11th floor Gym Girls' Advanced Tumbling Class 7th floor Gym Children's Advanced Tap Dancing Class 11th floor Gym Children's Advanced Tap Dancing Class 11th floor Gym Children's Beginning Tap Dancing Class 11th floor Gym Fisher Body No. 1 Main Office Bowling League--8 Teams —-40 Bowlers 8th floor Buick No. 21 Bowling League --8 Teams--40 Bowlers 8th floor Buick No. 25 Bowling League --8 Teams--40 Bowlers 10th floor Buick No. 11 Bowling League --8 Teams--4O Bowlers 9th floor Buick No. 70 Bowling League --8 Teams--40 Bowlers 7th floor Girls' Basketball League 2 Games 11th floor Gym Spanish F.E.R.A. Class (Adults) Room 801 Shower Room-~28 Showers 11th floor Locker Room Checker & Chess Room Open adjoining 11th floor Lounge {\J 45.50303 7 8 :00-11: :00— 4: :00- 9: :00-10: :00-10 :00- 4: :00- 4 :30- 5 :30- 5: :00- 5 :30- 6 :00- 6: :30- 7 :30-11: :30- 8: 00- 8 00-10: 00-10: 30- 8 00- 4 :00-11: :00-10: 00 a.m. 00 p.m. 00 p.m. 30 p.m. :00 p.m. 45 p.m. :30 p.m. :00 p.m. 30 p.m. :30 p.m. :00 p.m. 30 p.m. :00 p.m. 3O a.m. 00 p.m. :00 p.m. 00 p.m. 00 p.m. :30 p.m. :00 p.m. 00 p.m. 00 p.m. :00-10:30 p.m. 8:00-Midnite 328 1“ RI DAY Men's Mechanical Drawing Class-~F.E.R.A. Swimming Class for Women --I‘.E.R.A. Haskell Swimming Pool Adults Advanced Contract Room 801 Bridge Class Room 1203 Checker Club for Adults Room 802 Men's German Glee Club Room 801 Boys' Beginning Tumbling Class Children's Intermediate Ballet Dancing Class Children's Intermediate Ballet Dancing Class Children's Advanced Harmonica Band Class Children's Intermediate Tap Dancing Class Children's Beginning Tap Dancing Class Boys' Beginning Tap Dancing Class Children's Beginning Tap Dancing Class Chevrolet Nite Hawks Indoor Baseball League Buick No. 12 Bowling League --12 Teams--60 Bowlers Chevrolet No. 4 Bowling League--8 Teams-- 7th floor Gym 11th floor Gym 11th floor Gym Room 801 11th floor Gym 11th floor Gym 7th floor Gym 7th floor Gym 11th floor Gym 9th & 10th floors 40 Bowlers 8th floor Fisher No. 2 Girls Bowling League--2 Teams-~10 Bowlers 7th floor Fisher No. 2 Bowling League --8 Teams-~40 Bowlers 8th floor Fencing Class for Adults 7th floor Gym F.E.R.A. French Class for Adults Chevrolet Nite Hawks Basketball League Men's Inter-Factory Basketball Ieague 11th floor Gym Shower Room-—28 Showers 11th floor Locker Room Checker & Chess Room Open adjoining Room 801 11th floor Gym 11th floor Lounge 10 10 10 ll 11 11 12 \} \IHVV (DODGDQV :00- 8 :30- 9:30 p. :30- 5 :00- 7 :00- 9:30 a. :30-10:00 a. :00-10:30 a. :30-10:00 a. :00-10:30 a. :00-11:00 a. :00-11:30 a . :00-12:30 p. :30- 2:00 p. :00- 2:30 p. :30- 3:00 p. :00- 3:30 p. :30- 4:00 p. :00- 4:30 p. :00 p. :30 p. :45 p. :45- 8:30 p. :30- 9:00 p. :00-10:00 p. :00-10:00 p. :00-10:30 p. :00-Midnite m. m. m. m. :30-12:00 noon :45-12:45 p.m. m. 3 3333 3 3333 329 SAT UR DAY Children's Beginning Tap Dancing Class Children's Intermediate Tap Dancing Class Children's Advanced Ballet Dancing Class Boys' Advanced Boxing Class Boys' Beginning Boxing Class Children's Intermediate Tap Dancing Class Children's Intermediate Tap Dancing Class Children's Beginning Ballet Dancing Class Children's Acrobatic Dancing Class Children's Modern Dancing Class Children's Beginning Toe Dancing Class Children's Intermediate Toe Dancing Class Children's Advanced Toe Dancing Class Children's Beginning Ballet Class Children's Beginning Ballet Class Children's Beginning Ballet Class Adults Old Time Dancing Class Men's Glee Club Chevrolet Men's Bridge League Adult Advanced Modern Dancing Class Adult Beginning Modern Dancing Class 11th floor Gym 11th floor Gym 11th floor Gym 7th floor Gym 7th floor Gym 11th floor Gym 11th floor Gym 11th floor Gym 7th floor Gym 11th floor Gym 7th floor Gym 7th floor Gym 7th floor Gym 7th floor Gym 7th floor Gym 7th floor Gym 7th floor Gym Room 801 Room 1203 11th floor Gym 11th floor Gym Camera Club (Adults) Dobbs-McKinney Studio Coin & Stamp Club (Adults) Men's Glee Club Room 1201 & 1202 Room 801 Shower Room--28 Showers 11th floor Locker Room Checker & Chess Room Open adjoining 11th floor Lounge 330 Typical Enrollment Figures CHILDREN Tap dancing . . . ........ 1663 Ballet dancing ......... 794 Tumbling classes . . . . . . 558 Social dancing ......... 416 Acrobatic dancing ...... 229 Harmonica band ........ 258 Dramatics . . . . ......... 148 Toe dancing . . . . . ...... 89 Boxing ........ . ....... 108 Rhythm band ........... 32 Model Airplane Club . . . . 55 TOTAL .......... . 4350 WOMEN Artcraft Class ..... 80 Girls' basketball ....... 101 Girls' Bowling League . . . 48 Girls' Gym Class 288 Girls' Glee Club 40 Home Decorating Class . 57 Musical comedy dancing . 59 Women's literary club . . . 13 Sewing ..... 96 Tennis ....... . .. 24 TOTAL .. ...... 806 MEN AND WOMEN Artinstitute 12 Contract bridge ........ 161 CameraClub 23 Fencing............... 24 Modern dancing . 120 Old-time dancing ...... 16 Tapdancing 102 TOTAL............. 458 MEN Men's Glee Club ............ F.E.R.A. shop arithmetic ..... F. E.R.A. mechanical drawing . . Tennis . . . . . . Triple "A" basketball ........ Class "A" basketball . Chevrolet Nite Hawks basketball................ Indoor baseball ............. Hard ball (Fisher No. 2) ....... Playground baseball . . . . . . . . . Bowling Rifle & Gun Club . ......... . . Volleyball ..... . . . . Gym Class .. . . . Golf Burns Club AC Designers Club Chevrolet Men's Bridge Club . . Checker Club (advanced) . . . . . Checker Club (novice) . . . . . . . Coin & Stamp Club . . . . Dairying Club . Dupont Engineers . . ......... . German Glee Club Literary Club Literary Club (research group) TOTAL OOOOOOOOOOOO .00... SUMMARY Men Children Women Men and women GRANDTOTAL ......... 48 28 14 250 40 100 40 810 60 650 1326 60 264 225 200 29 50 80 40 164 50 12 35 50 35 BIBLIOGRAPHY Books Barber, Bernard. Science and the Social Order. Glencoe, Illinois: The Free Press, 1952. Barber, Bernard. Social Stratification. New York: Harcourt, Brace & Co. , 1957. Barber, Bernard, and Barber, Elinor G. Eurcmean Social Class: Stability and Change. New York: Macmillan Co. , 1965. Barber, Bernard. Studies in Leadership. New York: Harper & Bros. , 1950. Bennis, Warren. Changing Organizations. New York: McGraw-Hill Book Co. , 1966. Benveniste, Guy. The Politics of Expertise. Berkeley: The Glen- dessary Press, 1972. Blau, Peter, and Scott, W. Richard. Formal Organizations. San Fran- cisco: Chandler Publishing Co. , 1962. Boonin, Leonard G. "Man and Society: An Examination of Three Models, " Voluntary Associations Yearbook. Edited by I. Roland Pennock and Iohn W. Chapman. New York: Atherton Press , 1969. Bosanquet, Bernard. Psychology of the Moral Self. London: Macmillan Co. , 1897. Chapman, Iohn W. "The Political Theory of Pluralism," Voluntary Associations YearbookJ Edited by 1‘. Roland Pennock and john W. Chapman. New York: Atherton Press , 1969 . de 'Tocqueville, Alexis. Democracy in America, ed. Phillips Bradley, New York: Alfred A. Knopf, 1963, II. Downs , Anthony. Inside BureaucracL Boston: Little, Brown & Co. , 1967 . 331 332 Etzioni, Amitai. A Comparative Analysis of Complex Organizations. New York: The Free Press, 1961. Fine, Sidney. Sit—down, the General Motors Strike of 1936-1937. Ann Arbor: The University of Michigan Press , 1969. Fuller, Lon L. "Two Principles of Human Association, " Voluntary Associations Yearbook. Edited by I. Roland Pennock and John W. Chapman. New York: Atherton Press, 1969. Gerth, Hans H. , and Mills, Wright C. trans's. and eds. From Max Weber: Essays in Sociology. New York: Oxford University Press , 1946. Goldschmidt, Maure L. "Rousseau on Intermediate Associations," Voluntary Associations Yearbook. Edited by I. Roland Pennock and Iohn W. Chapman. New York: Atherton Press, 1969. Gouldner, Alvin W. Patterns of Industrial Bureaucracy. New York: The Free Press, 1954. Gouldner, Alvin W., ed. Studies in Leadership. New York: Harper & Bros . , 1950 . 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Minneapolis: University of Minnesota Press, 1949. Parsons, Talcott. The Social System. London: Collier-Macmillan Limited, 1951 Parsons, Ta lcott. Structure and Process in Modern Societies. Glencoe, Illinois: The Free Press, 1960. Petrill, Iack. After the Whistle Blows . New York: The William Fred— erick Press, 1949. Pound, Arthur. Turnirg WheelLthe storLof General Motors through twenty-five yearsL 1908-1933 . Garden City, New York: Doubleday, Doran, 1934. Rogers, Lester B.; Adams, Fay, and Brown, Walker. Story of Nations . New York: Holt, Rinehart and Winston, 1965 . Theodorson, George A. , and Theodorson, Achilles G. A Modern Dic- tionary of Sociology. New York: Thomas Y. Crowell Co. , 19 69 . Thompson, Iames D. Organizations in Action. New York: McGraw- Hill Book Co. , 1967. Weber, Max. The Theo_ry of Social and Economic Organization. Trans- lated by A. M. Henderson and Ta lcott Parsons . New York: The Free Press . (First published in German in 1924 .) Wood , Edwin O. History of Genesee CountyL MichiganLHer Peopley Industries, and Institutions. Vol. I, Indianapolis: Federal Publishing Co. , 1916. World Book Encyclopedia. Chicago: Field Enterprises Educa- tional Corporation. 1967. Vols. X and XI. Young, Clarence H. Citizens Century, 1961-1971. Flint: Citizens Commercial and Savings Bank, 1971. Young, Clarence H. , and Tuttle, Robert E. The Years 1919-1969. . .a historyyof General Motors Institute. Flint, Michigan: Privately Printed, 1969. 334 Articles and Periodicals "Employees' Bank Formed, " The Vehicle Worker. Ianuary, 1920. XVII, No. 1, 4. "Foreword," The Vehicle Worker. September, 1918. I, No. l, 2. "IMA Declared Exempt, " Flint Journal. March 21, 1963. "Special Edition," Flint Journal. Iuly 1, 1953. The IMA News, Auditorium Souvenir Number. September 12, 1929. Public Documents Articles of Incorporation of IMA, Article II, Section I, Public Acts of 1921. By-Laws , Industrial Mutual Association of Flint, (as amended), March 25, 1969. Unpublished Material . A Look at the Industrial Mutual Association, Iuly-1969 . Flint: unpublished, 1969. . "Chronology, Industrial Mutual Association and Parent Organizations: Flint Behicle Factory Mutual Benefit Associa- tion -- Industrial Fellowship League," Flint. Flint Vehicle Factory Mutual Benefit Association. Minutes of Meetings . 1901-1910 . Industrial Fellowship and YMCA, Industrial Division. Minutes of Meetings, 1915—1922. The Origin, Development, and Accomplishments of the Industrial Mutual Association: the image of industry in Flint to its employees and the public. Young, Clarence H. "Supplemental Memorandum Brief on Behalf of the Industrial Mutual Association of Flint, " Special Report, August 2 , 1965 . 335 Corre s pond ence Advisory Committee of Manufacturers' Association of Flint to William Crick, Managing Secretary of Industrial Mutual Association, February 24, 1961. Crick , William . Managing Secretary of Industrial Mutual Association to Executive Committee of Industrial Mutual Association, September 13 , 1961. Crick , William . Managing Secretary of Industrial Mutual Association to Executive Committee of Industrial Mutual Association, September 27, 1961. Crick, William. Managing Secretary of Industrial Mutual Association to Executive Committee of Industrial Mutual Association, May 8, 1962. Crick , William . Managing Secretary of Industrial Mutual Association to Executive Committee of Industrial Mutual Association, May 9, 1963. Crick , William . Managing Secretary of Industrial Mutual Association to Executive Committee of Industrial Mutual Association, August 2 , 1963 . Crick, William. Managing Director of Industrial Mutual Association to Robert Weiser, Member of Congressional Committee on Ways and Means, Iuly 14, 1969. Crick, William. Managing Director of Industrial Mutual Association to All Employees, April 2, 1973. District Director, Internal Revenue Service to William Crick, Managing Secretary of Industrial Mutual Association, September 18, 19 63. Fagan, William. President of American Legion Post Commanders Club to Industrial Mutual Association, December 24, 1947. Pa 1k, Ia ck A. Factory Stores Manager to Ormund Rewey, Managing Secretary of Industrial Mutual Association, November 20, 1950. Gignac, K. E. Vocation Coordinator to Education Committee of Indus- trial Mutual Association, Ianuary 7, 1971. 336 Grimaldi, Louis I. President of Industrial Mutual Association from Director of Manufacturers' Association of Flint, October 12, 19 59 . Hillman, Fred . President of Industrial Mutual Association to the Board of Trustees of the Industrial Mutual Association, January 22 , 1935 . Internal Revenue Service to Industrial Mutual Association, April 2, 1937 . Ra mlow, Otto. President, Industrial Mutual Association to Industrial Mutual Association Board of Trustees, February 16, 1932 . Ra mlow, Otto. President, Industrial Mutual Association to Industrial Mutual Association Board of Trustees, May 19, 1932. Rewey, Ormund. Managing Secretary of Industrial Mutual Association to Iames Farber, President of Manufacturers' Association of Flint, Iuly 12, 1932. Risberg , H. N. Auditor for Industrial Mutual Association to N. D. Zeller, President of Industrial Mutual Association, Ianuary 22, 1941. Somes, Russel. Director of Veterans' Service Department to Veterans' Service Committee, December 31, 1945. Somes, Russel. Director of Veterans' Service Department to Veterans' Service Committee, December 31, 1947. Somes, Russel. Assistant Managing Secretary of Industrial Mutual Association to Senter P. Deacy, President of Industrial Mutual Association, April 17, 1947. Interviews Clarence H . Young, Assistant Director of the Manufacturers' Associa- tion of Flint, Michigan, March 3, 1972 . Clarence H . Young, Assistant Director of the Manufacturers' As socia- tion of Flint, Michigan, Iuly 24, 1972 . Clarence H . Young, Assistant Director of the Manufacturers' As socia- tion of Flint, Michigan, September 12, 1972. Jack Petrill, former Recreation Director of IMA, November 3, 1972. 337 Richard Powers , Director of Member Services of Industrial Mutual Association, July 21, 1971. William C. Crick, Managing Director of Industrial Mutual Association, Iuly 21, 1971.