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222 RATIONALIZATION IN INDIAN BUSINESS ENTERPRISE
Southern Europe, what may be described as an "indus.·
trialized" rather than as an "industry"·state.
But.
Some of the larger Indi~n industries or rather the individual
big establishments in each line are ~uge and complex
enough to appreciate and practise .. scientific organiza.·
tion ., in keeping with the latest world.standards.
The •• thing" rationalization has therefore been
domiciled in' industrial economy for some time even.
although the .. term" rationalization is not much in
evidence among the theorists and business men of India:
Let us take the cotton mills industry of the Bombay P~esi.
dency which has been constantly before the public eye
since 1925. In Bombay City the Sassoon group controls
len mills and the Currimbhoy eleven. This sort of control
by .. managing agents" falls far short, of course, of
genuine unification in finance and administration. 2
Th'!
directors of Bombay'mills have perhaps hardly learnt as
yet to speak, like their British colleagues of Lancashire, in
terms of fusions, amalgamations, cartels or the like. But
the not less important aspects. of rationalization, namely,
internal technological improvements and rearrangements.
have to a certain extent, been demanding the attention of
certain mill·owners in the Presidency, especially on the.
Gujarat side. Several mills of Ahmedabad, for instance,
those o~ned and managed by Ambalal Sarabhai, have
also commenced pr~ctisii.1.g what may be called the ele.·
ments of the "Taylor system" in regard to statistical
studies of time, output, wages, etc. It was therefore.
possible for the Textile T arHf Board (1929) to hear from-
2 Liberty (Calcutta~ 30 Nov. 1930; A8sociated Press (Delhi). 18 July
1930. Cotton Textile Industry Enquiry (Report of the Indian Tariff Board)._
Bombay 192~. pp. 258. 260-263.