Preserving and interpreting the mining company office : landscape, space and technological change in the management of the copper industry

The purpose of this research is to examine the role of the mining company office in the management of the copper industry in Michigan’s Keweenaw Peninsula between 1901 and 1946. Two of the largest and most influential companies were examined – the Calumet & Hecla Mining Company and the Quincy Mining Company. Both companies operated for more than forty years under general managers who were arguably the most influential people in the management of each company. James MacNaughton, general manager at Calumet and Hecla, worked from 1901 through 1941; Charles Lawton, general manager at Quincy Mining Company, worked from 1905 through 1946. In this case, both of these managers were college-educated engineers and adopted scientific management techniques to operate their respective companies. This research focused on two main goals. The first goal of this project was to address the managerial changes in Michigan’s copper mining offices of the early twentieth century. This included the work of MacNaughton and Lawton, along with analysis of the office structures themselves and what changes occurred through time. The second goal of the project was to create a prototype virtual exhibit for use at the Quincy Mining Company office. A virtual exhibit will allow visitors the opportunity to visit the office virtually, experiencing the office as an office worker would have in the early twentieth century. To meet both goals, this project used various research materials, including archival sources, oral histories, and material culture to recreate the history of mining company management in the Copper Country.

Keweenaw National Historical Park: Heritage Partnerships in an Industrial Landscape

This dissertation examines the genesis and development of Keweenaw National Historical Park in Michigan's Upper Peninsula. After the decline of a once-thriving copper mining industry, local residents pursued the creation of a national park as a way to encourage economic development, revitalize their community, and preserve their historic resources. Although they were ultimately successful in creating a national park, the park that was established was not the park that they envisioned. Over the next twenty years, the National Park Service, the park's federal Advisory Commission, and the communities on the Keweenaw Peninsula struggled to align unrealistic expectations with the actual capabilities and limitations of the park. The first chapter of this dissertation includes a short history of the decline of the copper industry in and around the village of Calumet, Michigan. This chapter also includes a discussion about the techniques and challenges of preserving and interpreting industrial heritage. Chapters 2 and 3 cover the events from the initial park proposal, to the expansion of the original idea, to the establishment of the park. Chapter 4 includes an examination of the enabling legislation and a discussion about the opportunities and challenges it provided. Chapters 5 through 8 cover the tenure of each of the four NPS superintendents as they navigated the complexities presented by a park model that was part partnership park and part traditional national park. Chapter 9 includes some key lessons, an assessment of the park's success, and some considerations for the future. In particular, Chapter 9 argues for an increased focus on the partnership aspects of the park, a reduction in the perceived scope of responsibilities, and a renewed effort to rally the existing partners in pursuing additional philanthropic support for the overall park.