As early as 1943, Kelly wrote to his colleagues that despite the
Bell system's conservative philosophy, "our basic technology is becoming increasingly similar to that of a high-value, annual model, highly competitive, young, vigorous and growing industry." As the management guru Peter Drucker wrote in 1984, the applications of the Labs' innovations were beyond the ability of any one company to realize.
Greene approved the consent decree that broke up the
Bell system and changed the industry landscape immeasurably.
That is, he says the
bell system is "almost like a carwash.
During the initial phase, the
Bell System recruited female employees after boy clerks proved unruly.
This makes the
Bell system increasingly vulnerable.
This was important because just about every activity and service in the
Bell System was measured according to various performance standards.
Southern Bell and South Central Bell became BellSouth subsidiaries in 1984 with the breakup of the
Bell System. These companies became BellSouth Telecommunications in 1992, but continued to use the Southern Bell and South Central Bell brands when dealing with customers in its nine-state region.
One exception is the mandatory portability arrangement for employees of the former
Bell System, a telecommunications firm.
By the early twentieth century, rapid expansion of the industry, and vertical and horizontal integration into the
Bell system, created a far more hierarchical managerial structure and a marked deterioration in the quality of the operators' daily work routine.
There was a time when the old
Bell System, which was the only phone game in town, offered few choices.
The
Bell System - one of the technological wonders of the world, a truly integrated telephone system that had brought high-quality, low-cost communication to a vast nation - was being dismantled.
The divestiture of the
Bell System and subsequent changes in transmission services and rates are the chief reasons for this market's birth and growth.
