A. S. Whiting Manufacturing Company Limited, minute book, 1872-1909.

The Cedar Dale Scythe Works was the second manufacturing company that A.S. Whiting had established in Oshawa, the first being the Oshawa Manufacturing Co. in 1852. The Oshawa Manufacturing Co. was eventually taken over by the Joseph Hall Works in 1857. In 1862, the Cedar Dale Works was built after being in a rented space in the Hall Works for two years, building scythes and hoes. With the building of the firm, the village of Cedar Dale was established. In 1867, the firm became Whiting and Cowan when John Cowan bought into the company. After the death of Whiting in 1867, his son-in-law, R.S. Hamlin headed the company. By 1872, it became the A.S. Whiting Manufacturing Co. when Cowan withdrew from the business. Before Whiting’s death, the company had been profitable but due to new machinery being developed, hand tools were becoming obsolete and the business only lasted for a few more years (source: Oshawa Community Museum and Archives Web site).

Manufacturing 'authenticity' : a case study of the Niagara wine cluster

In this thesis, I use "Fabricating Authenticity," a model developed in the Production of Culture Perspective, to explore the evolving criteria for judging what constitute "real" and authentic Niagara wines, along with the naturalization of these criteria, as the Canadian Niagara wine cluster has come under increasing stress from globalization. Authenticity has been identified as a hallmark of contemporary marketing and important to cultural industries, which can use it for creating meaningful differentiation; making it a renewable resource for securing consumers, increasing market value; and for relationships with key brokers. This is important as free trade and international treaties are making traditional protective barriers, like trade tariffs and markups, obsolete and as governments increasingly allocate industry support via promotion and marketing policies that are directly linked to objectives of city and regional development, which in turn carry real implications for what gets to be judged authentic and inauthentic local culture. This research uses a mixed methods research strategy, drawing upon ethnographic observation, marketing materials, newspaper reports, and secondary data to provide insight into the processes and conflicts over efforts to fabricate authenticity, comparing the periods before and after the passage of NAFT A to the present period. The Niagara wine cluster is a good case in point because it has little natural advantage nor was there a tradition of quality table wine making to facilitate the naturalization of authenticity. Geographic industrial clusters have been found particularly competitive in the global economy and the exploratory case study contributes to our understanding of the dynamic of '1abricating authenticity," building on various theoretical propositions to attempt to derive explanations of how global processes affect strategies to create "authenticity," how these strategies affect cultural homogeneity and heterogeneity at the local level, and how the concept of "cluster" contributes to the process of managing authenticity.

Human Resource Training and National Sport Organization Managers: Examining the Impact of Training on Individual and Organizational Performance

Within sport, a tremendous amount of effort is committed to the on-the-field performance of athletes and coaches, neglecting the off-the-field performance and development of sport managers. This study examines the impact of human resource training on the performance of five Canadian national sport organizations (NSO) and their managers (N=22). Data were collected on three outcome variables (learning, individual performance, organizational performance) and three mediating variables (motivation to transfer, training design, organizational climate) at three time measures (pre-training, post-training1, post-training2). Results indicate that training improves the learning and individual performance of sport managers, as well as the organizational performance of NSOs. Varying relationships were found at each of the three time measures, demonstrating that a progression to training-related performance change exists, while providing support for three levels of analysis (individual, organizational, systemic). Implications and future research directions are discussed and highlight the need for on-going training opportunities for Canadian sport managers.

O.S. Rixford Manufacturing Company corporate stock book, 1883-1898.

Around 1837, Luther Rixford founded a tool manufacturing business (originally known as the Luther Rixford Manufacturing Co.) in East Highgate, Vermont, that specialized in manufacturing scythes and other agricultural tools. A branch of this business was established in Upper Bedford, Quebec, around the late 1840's. Subsequent generations of the Rixford family took over the operations of both facilities, and in 1857 Oscar S. Rixford renamed the company the O.S. Rixford Manufacturing Co. The company was incorporated in 1883. Around 1920, the O.S. Rixford Manufacturing Company (of Canada) was acquired by Welland Vale Manufacturing, in St. Catharines, Ontario. The Rixford Company in Vermont continued operations until 1956, when decreasing demand for the tools they manufactured caused them to close their doors.

Management Material: Understanding the Contradictory Perspectives of Lower Level Managers in a Canadian Call Centre

Call centres have emerged during a time of rapid technological change and represent a form of ready employment for those seeking to replace or supplement "traditional" forms of employment. Call centre work is considered characteristic of the kinds of service work available in the new economy. This paper examines the experiences and practices of lower level managers in a call centre in southern Ontario. Findings are based on analysis of semi-structured interviews. The findings suggest that lower level managers resolve the contradictory social space they occupy by aligning themselves primarily with more powerful executives, in part because they know this might lead to increased job security. The implications of this trend for building a strong labour movement capable of combating neoliberal discourses regarding the need for work restructuring are discussed.

Letters Patent Incorporating The Ontario Grape Growing and Wine Manufacturing Company

The patent incorporates the Ontario Grape Growing and Wine Manufacturing Company for the purpose "for the manufacture of wine within the province of Ontario" and is recorded as no. 85 on June 9, 1873.

Certificate for Five Shares of Common Stock in Lincoln Manufacturing Company Limited

Certificate for 5 shares of common stock in Lincoln Manufacturing Company Limited to Hamilton K. Woodruff, April 10, 1923.

Certificate for Ten Shares of Accumulative Preference Capital Stock in Lincoln Manufacturing Company Limited

Certificate for 10 shares of accumulative preference capital stock in Lincoln Manufacturing Company Limited to Hamilton K. Woodruff, April 10, 1923.

Certificate for Twenty Shares of Accumulative Preference Capital Stock in Lincoln Manufacturing Company Limited

Certificate for 20 shares of accumulative preference capital stock in Lincoln Manufacturing Company Limited to Hamilton K. Woodruff, April 14, 1923.

Certificate for Twenty-Five Shares of Common Stock in Lincoln Manufacturing Company, Limited

Certificate for 25 shares of common in Lincoln Manufacturing Company Limited to Hamilton K. Woodruff, April 14, 1923.

Certificate for Ten Shares of Accumulative Preference Shares of Capital Stock in Lincoln Manufacturing Company Limited

Certificate for 10 shares of accumulative preference shares of capital stock in Lincoln Manufacturing Company Limited to Hamilton K. Woodruff, July 4, 1923.