100 pages 3-hour read

The Flivver King: A Story of Ford-America

Fiction | Novel | Adult | Published in 1937

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Chapters 49-51Chapter Summaries & Analyses

Chapter 49 Summary

Ford, who deplores contemporary social dances and prefers “the clean and jolly ‘square dances’ which the farm-people had known when he was a boy” (127), hires a dancing master to teach the people of Dearborn dances of which he approves. He also sponsors fiddling contests and has fiddlers teach old songs to schoolchildren.


Since Ford considers it patriotic to dance old-fashioned dances like the Virginia Reel, Abner and Milly go dancing for the first time since their marriage. However, Milly’s health is too poor for her to make a habit of dancing, and Abner is too tired at night, so their first time dancing as a married couple is also their last.


Abner, who has worked for the Ford Company for twenty-two years and has read Ford’s statements that “merit and faithful service never [go] unrewarded in the Ford shops” (129), approaches the superintendent of the assembly line where he works and asks for a promotion back to sub-foreman: “Alas, Abner was breaking one of the strictest rules of the military discipline which governs these modern armies of production” (130); Abner’s sub-foreman thinks Abner is trying to steal his job and begins to find fault with everything Abner does at work. One day, Abner answers the sub-foreman back and is fired:


There he was, after twenty-two years of merit and faithful service, deprived of all his honours and emoluments by a miserable straw-boss who had been with the company only a couple of years, and had never had so much as a nod from Henry Ford in his life. When Abner, in horrified protest, mentioned that he knew Mr. Ford, the man laughed in his face and told him to go straight to Henry’s home on the River Rouge and complain! (130)

Chapter 50 Summary

Abner goes to Johnny, who gets someone in the tool-shop to hire him. Abner’s new job, tending grinding-machines, keeps him standing all day. Abner, now 48, has not worked on his feet for many years, and his painful, swollen calves keep him awake all night.


Ford’s plants, like other factories, force workers to move fast, straining to the very limit of their abilities. Abner, who still views his employer in an idealized light, assumes that Ford must not know about the conditions in his shops:


Abner did his work, and held his tongue; he remembered the copy-book maxims about merit and faithfulness, and his lifetime devotion warred against the everyday facts about him, the bitter sneers he heard from the men—always under their breaths, of course, on account of the spies and stool-pigeons of the ‘service department’ (133).

Chapter 51 Summary

Ford, who has now been making the Model T for 18 years, faces the sales force’s claims that the car is out of date and consumers’ desire for more styles and colors. Meanwhile, Ford’s rivals have begun to build more stylish cars in a variety of colors. Ford disapproves of this “nasty Orientalism” (134) and fires staff who advocate following suit.


Slowly, as his competitors gain increasing market share, Ford changes his mind and concedes that he will have to design a new car model.

Chapters 49-51 Analysis

Abner continues to believe both Ford’s assertion that his company is a meritocracy in which workers are upwardly mobile and the typically American ideology that hard work, merit, and faithfulness will always lead to success. Based on these assumptions, he approaches his foreman and asks for what appears to be his due. When he loses his job as a result, he treats the episode as an aberration rather than changing his basic worldview.


In fact, Abner is so indoctrinated that he literally cannot believe the cruelty of the working conditions he himself experiences: “his lifetime devotion warred against the everyday facts about him” (133). These facts include the speed-up and the stretch-out, which force workers to strain “to the uttermost limit [...] giving the last ounce of energy he had in his carcass” (131), as well as Ford’s autocratic HR practices: he fires everyone who disagrees with him about the need to produce new models and cars in more colors, only to change his mind later—a step forward for the brand, perhaps, but no consolation to the people who have already lost their jobs.

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