The student of the various working-class movements which originated in the period of the Industrial Revolution in England has always to take account of the influence of Robert Owen on these movements. To each of them, this strange and interesting man brought a set of ideas and a range of experience which, when viewed in the light of his personal history, are of significance to the business historian.

Building “Zion” in the intermountain West was a constant challenge to the officers and members of the Church of Jesus Christ of Latter-day Saints (Mormon) in the last half of the nineteenth century. The practical problem of developing a balanced and progressive economy in the arid mountain valleys and formless desert wastes of the Great Basin required perseverance, cooperation, and intelligent planning. The development of Utah is unique among western states in the form and extent of group planning and in the close supervision and direction of social and economic activities by a dominant church. The heroic efforts of the religious leaders of early Utah to develop the resources of the Great Basin are partly responsible for the progressive growth of employment and production after the permanent settlement of the region in 1847.

Three manuscripts in the possession of the Reading Antiquarian Society contain information about the business of shoemaking in the late eighteenth and early nineteenth centuries. One is the journal of James Weston, from 1788 to 1793; the others are account books of John Goodwin, Jr., and John Johnson, covering a somewhat later period. Each presents its distinctive picture of a shoemaker's work, with interesting contrasts. The career of Goodwin, in particular, illustrates one course of development from workman to businessman, which has been followed by many in past generations. It also demonstrates one reason why class lines have been so hard to draw in American experience. Often a man played both the employer's and the employee's roles at different stages of his own personal history, which not only affected his thinking, but also that of many who aspired to follow his example, and were sure it could be done because they had seen it happen. This transition has become more difficult since the development of the factory and its enormous capital requirements, but, in the days before the centralized workshop, enterprise and imagination were often capital enough to launch a business career.

The early railroads in Massachusetts employed two groups of fulltime officials: the civil engineer and the agent who supervised the construction of the road, and the superintendent and other officials who supervised the operation of the trains and depots. In this section we shall trace the early evolution of the latter group together with the development of the president and the treasurer.