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Late Silent American Cinema part 2. Lecture 9. The Mass Ornament Frame enlargements from The Crowd. The Mass Ornament (Siegfried Kracauer , 1927)
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Late Silent American Cinema part 2 Lecture 9
The Mass Ornament (Siegfried Kracauer, 1927) “The position that an epoch occupies in the historical process can be determined more strikingly from an analysis of its inconspicuous surface-level expressions than from the epoch’s judgments about itself… In the domain of body culture, which also covers the illustrated newspapers, tastes have been quietly changing. The process began with the Tiller Girls. These products of American distraction factories are no longer individual girls, but indissoluable girl clusters whose movements are demonstrations of mathematics. As they condense into figures in the revues, performances of the same geometric precision are taking place in what is always the same packed stadium…. One need only glance at the screen to learn that the ornaments are composed of thousands of bodies in bathing suits. The regularity their patterns is cheered by the masses, themselves arranged by the stands in tier upon ordered tier….” (78)
On the “mass ornament” (Kracauer) The structure of the mass ornament reflects that of the entire contemporary situation…Like the mass ornament, the capitalist production process is an end in itself… Everyone does his or her task on the conveyor belt, performing a partial function without grasping the totality. Like the pattern in the stadium, the organization stands above the masses, a monstrous figure whose creator withdraws it from the eyes of its bearers, and barely even observes it himself.—It is conceived according to rational principles which the Taylor system merely pushes to their ultimate conclusion. The hands in the factory correspond to the legs of the Tiller Girls. Going beyond manual capacities, psychotechnical aptitude tests attempt to calculate dispositions of the soul as well. The mass ornament is the aesthetic reflex of the rationality to which the prevailing economic system aspires.” (79)
Adam Smith on the Division of LaborExcerpt from The Wealth of Nations (1776) • The greatest improvement*17 in the productive powers of labour, and the greater part of the skill, dexterity, and judgment with which it is any where directed, or applied, seem to have been the effects of the division of labour… The effects of the division of labour, in the general business of society, will be more easily understood, by considering in what manner it operates in some particular manufactures…To take an example, therefore,*19 from a very trifling manufacture; but one in which the division of labour has been very often taken notice of, the trade of the pin-maker; a workman not educated to this business (which the division of labour has rendered a distinct trade),*20 nor acquainted with the use of the machinery employed in it (to the invention of which the same division of labour has probably given occasion), could scarce, perhaps, with his utmost industry, make one pin in a day, and certainly could not make twenty. But in the way in which this business is now carried on, not only the whole work is a peculiar trade, but it is divided into a number of branches, of which the greater part are likewise peculiar trades. One man draws out the wire, another straights it, a third cuts it, a fourth points it, a fifth grinds it at the top for receiving the head; to make the head requires two or three distinct operations; to put it on, is a peculiar business, to whiten the pins is another; it is even a trade by itself to put them into the paper; and the important business of making a pin is, in this manner, divided into about eighteen distinct operations, which, in some manufactories, are all performed by distinct hands, though in others the same man will sometimes perform two or three of them.*21 I have seen a small manufactory of this kind where ten men only were employed, and where some of them consequently performed two or three distinct operations. But though they were very poor, and therefore but indifferently accommodated with the necessary machinery, they could, when they exerted themselves, make among them about twelve pounds of pins in a day. There are in a pound upwards of four thousand pins of a middling size. Those ten persons, therefore, could make among them upwards of forty-eight thousand pins in a day. Each person, therefore, making a tenth part of forty-eight thousand pins, might be considered as making four thousand eight hundred pins in a day. But if they had all wrought separately and independently, and without any of them having been educated to this peculiar business, they certainly could not each of them have made twenty, perhaps not one pin in a day;This great increase of the quantity of work which, in consequence of the division of labour, the same number of people are capable of performing,*26 is owing to three different circumstances; first to the increase of dexterity in every particular workman; secondly, to the saving of the time which is commonly lost in passing from one species of work to another; and lastly, to the invention of a great number of machines which facilitate and abridge labour, and enable one man to do the work of many.*27
Frederick Winslow TaylorFrom Shop Management, 1911 • 1856-1915 • “father” of “scientific management” • Four basic principles • replace rule of thumb approaches with methods based in scientific study • Scientifically train new employees • Supervision of each worker • Divide work equally between managers and workers
Frederick Winslow TaylorFrom Shop Management, 1911 • “This common tendency to "take it easy" is greatly increased by bringing a number of men together on similar work and at a uniform standard rate of pay by the day. Under this plan the better men gradually but surely slow down their gait to that of the poorest and least efficient. When a naturally energetic man works for a few days beside a lazy one, the logic of the situation is unanswerable: "Why should I work hard when that lazy fellow gets the same pay that I do and does only half as much work?" A careful time study of men working under these conditions will disclose facts which are ludicrous as well as pitiable. To illustrate: The writer has timed a naturally energetic workman who, while going and coming from work, would walk at a speed of from three to four miles per hour, and not infrequently trot home after a day's work. On arriving at his work he would immediately slow down to a speed of about one mile an hour. When, for example, wheeling a loaded wheelbarrow he would go at a good fast pace even up hill in order to be as short a time as possible under load, and immediately on the return walk slow down to a mile an hour, improving every opportunity for delay short of actually sitting down. In order to be sure not to do more than his lazy neighbor he would actually tire himself in his effort to go slow. These men were working under a foreman of good reputation and one highly thought of by his employer who, when his attention was called to this state of things, answered: "Well, I can keep them from sitting down, but the devil can't make them get a move on while they are at work." The natural laziness of men is serious, but by far the greatest evil from which both workmen and employers are suffering is the systematic soldiering which is almost universal under all of the ordinary schemes of management and which results from a careful study on the part of the workmen of what they think will promote their best interests.”
Frederick Winslow Taylor • The work of these men consisted mainly of unloading from railway cars and shoveling on to piles, and from these piles again loading as required, the raw materials used in running three blast furnaces and seven large open-hearth furnaces, such as ore of various kinds, varying from fine, gravelly ore to that which comes in large lumps, coke, limestone, special pig, sand, etc., unloading hard and soft coal for boilers gas-producers, etc., and also for storage and again loading the stored coal as required for use, loading the pig-iron produced at the furnaces for shipment, for storage, and for local use, and handling billets, etc., produced by the rolling mills. The work covered a large variety as laboring work goes, and it was not usual to keep a man continuously at the same class of work. Before undertaking the management of these men, the writer was informed that they were steady workers, but slow and phlegmatic, and that nothing would induce them to work fast. The first step was to place an intelligent, college-educated man in charge of progress in this line. This man had not before handled this class of labor, although he understood managing workmen. He was not familiar with the methods pursued by the writer, but was soon taught the art of determining how much work a first-class man can do in a day. This was done by timing with a stop watch a first-class man while he was working fast. The best way to do this, in fact almost the only way in which the timing can be done with certainty, is to divide the man's work into its elements and time each element separately. For example, in the case of a man loading pig-iron on to a car, the elements should be: (a) picking up the pig from the ground or pile (time in hundredths of a minute); (b) walking with it on a level (time per foot walked); (c) walking with it up an incline to car (time per foot walked); (d) throwing the pig down (time in hundredths of a minute), or laying it on a pile (time in hundredths of a minute); (e) walking back empty to get a load (time per foot walked). In case of important elements which were to enter into a number of rates, a large number of observations were taken when practicable on different first-class men, and at different times, and they were averaged. The most difficult elements to time and decide upon in this, as in most cases, are the percentage of the day required for rest, and the time to allow for accidental or unavoidable delays. In the case of the yard labor at Bethlehem, each class of work was studied as above, each element being timed separately, and, in addition, a record was kept in many cases of the total amount of work done by the man in a day. The record of the gross work of the man (who is being timed) is, in most cases, not necessary after the observer is skilled in his work. As the Bethlehem time observer was new to this work, the gross time was useful in checking his detailed observations and so gradually educating him and giving him confidence in the new methods. The writer had so many other duties that his personal help was confined to teaching the proper methods and approving the details of the various changes which were in all cases outlined in written reports before being carried out. As soon as a careful study had been made of the time elements entering into one class of work, a single first-class workman was picked out and started on ordinary piece work on this job. His task required him to do between three and one-half and four times as much work in a day as had been done in the past on an average. Between twelve and thirteen tons of pig-iron per man had been carried from a pile on the ground, up an inclined plank, and loaded on to a gondola car by the average pig-iron handler while working by the day. The men in doing this work had worked in gangs of from five to twenty men. The man selected from one of these gangs to make the first start under the writer's system was called upon to load on piece work from forty-five to forty-eight tons (2,240 lbs. each) per day. He regarded this task as an entirely fair one, and earned on an average, from the start, $1.85 per day, which was 60 per cent more than he had been paid by the day. This man happened to be considerably lighter than the average good workman at this class of work. He weighed about 130 pounds. He proved however, to be especially well suited to this job, and was kept at it steadily throughout the time that the writer was in Bethlehem, and some years later was still at the same work.
Fordism (Model T) http://www.youtube.com/watch?v=MkJvvPH7yI0 • Ford Motor Company—incorporated 1903 in Detroit • Model T—1908 • Fordism: system of mass production and mass consumption made possible by a method to improve productivity through • Standardization of product; interchangeability of parts • Assembly line method of production using specialized tools • Elimination of skilled/artisanal labor in the production of cars • Improved productivity means lower costs, lower prices for consumers, and the possibility of mass consumption
Advertising and Consumerism 1Frame enlargements from The Crowd
Advertising and Consumerism 2Frame enlargements from The Crowd
Advertising and Consumerism 3Frame enlargements from The Crowd
Spectating From The Drunkard’s Reformation (1909) From The Crowd (1928)
U.S. Film Industry1920-1929 • Increased investment in the film industry • 1922: $78 million • 1930: $850 million • Increased movie attendance • 1922: 40 million per week • 1928: 80 million per week • Hollywood exported films (saturated European markets) • Vertical integration • Fate of the MPPC? • Rise of the Independents (Laemmle, Fox, Paramount, MGM) • Three big theater chains: Paramount-Publix, MGM, Fox • Picture Palaces
Movie Palace Exteriors Paradise, Chicago, 1928 The Regent, New York City, 1913
Movie Palace Interiors Fox Theater, Atlanta, seated 5,000, late 1920s Grauman’s Egyptian Theater, Hollywood, 1922
Director of a Publix Theater Mangers Training School • “People come to the motion picture theater to love an hour or two in the land of romance. They seek escape there from the humdrum existence of daily life. Civilization has crowded from their lives other places where formerly they could get mental rest and imaginative release….However, people realize with gratitude that for a small charge they can be picked up on a magic carpet and set down in a dream city amidst palatial surroundings where worry and care can never enter, where pleasure hides in every colored shadow and music scents the air.” (quoted in Koszarski, 1990)
Kracauer on the Picture Palaces (1928) • “Countless new movie theaters (which call themselves ‘palaces’) have sprung up, and the circle of film’s sworn enemies is dying out. Today all segments of the population stream to the movies, from the workers in suburban movie theaters to the haute bourgeoisie in the cinema palaces. The single largest segment of these new audiences, presumably, is composed of low level white-collar workers, whose number has increased not only in absolute but also in relative terms since the rationalization of our economy. But although film has found its way to the masses, one should not make the producers alone responsible for their commodity. In order to survive they must try to satisfy the needs of the consumers… The critique of current film production is thus by no means directed exclusively against the industry, but focuses just as much on the public sphere which allows this industry to flourish….What is so reprehensible about these is their attitude. In all of the genres that have emerged lately, our social reality is evaporated, petrified, and distorted in a manner that is sometimes idiotically harmless and sometimes pernicious. The very things that should be projected onto the screen have been wiped away, and its surface has been filled with images that cheat us out of the image of our existence…. In order to avoid showing the present at all costs, fiction films stage the most daring escape attempts. Instead of positioning itself on a street-corner, the camera remains in the studio, racing through faraway times and places that are completely irrelevant to us.”
