ABSTRACT
From March 1953 to April 1956, the period of my first published report, the chairman as chief executive of the company was mainly concerned with his task as leader of the team within the mills. The problems were largely internal. He was, of course, also concerned with the effects of the reorganization of the mills on marketing policy and on the relationships with the Textile Labour Association (the recognized union) so far as reorganization had to have union agreement. But, broadly speaking, this period can be considered as one in which, by changing from a traditional, personal, family type of management to one that was more formal and more structured, the company became more flexible and thus more adaptable to change in its external environment. As company organization became more adaptable the chairman was able to turn more of his attention outwards and to take a longer view of company policy.
