Document RpM0enzZVkE1GXp61YONyoBqX

FILE NAME: Carrier (CAR) DATE: 1948 DOC#: CAR006 DOCUMENT DESCRIPTION: Met Life Report to Policyholders - Telling Employees About Business Operations TELLING EMPLOYEES ABOUT BUSINESS OPERATIONS: THE COMPANY 19 4 8 Prepared by Policyholders Service Bureau Group Insurance Division METROPOLITAN LIFE INSURANCE COMPANY 0055151 Q F] J j 4J ."> .; 1 TELLING EMPLOYEES ABOUT BUSINESS OPERATIONS; THE COMPANY is one of a number of studies issued by the Policyholders Service Bureau. It is typical of one phase of a program of services provided for companies that insure their employees under Metropolitan Group policies. For many years the Metropolitan's health publications and services have beep helping its policyholders keep well. With the growth of Group insurance came demands for special information -- first on problems re lating to the health and safety of employees, then to other phases of in dustrial relations and on problems of general management. The Metropolitan accepted these service opportunities as a matter of good business practice. The health and safety of employees is directly reflected in the Company's claim experience. Assistance on other types of business management problems helps safeguard premium income by ac quainting Group-insured companies with methods and practices that have resulted in more profitable operation and more stabilized employment in other organizations. When the information gathered for a particular Group policyholder is believed to be of wide interest, it is put into suitable report form and offered to Group-insured companies generally. The present report is typi cal. Some other reports that have grown out of investigations made by the specialists who comprise the staff of the Policyholders Service Bureau are: ORIENTING THE NEW WORKER THE ANNUAL REPORT TO EMPLOYEES INFORMATION MANUALS FOR EMPLOYEES CONTENTS OF 399 EMPLOYEE MAGAZINES INFORMING EMPLOYEES ABOUT GROUP INSURANCE TELLING EMPLOYEES ABOUT BUSINESS OPERATIONS: PROFITS So far as supply permits copies of these reports may be had by execu tives who address the Policyholders Service Bureau on their business sta tionery. Requests for permission to reproduce, in whole or in part, material appearing in these reports should be addressed to this Bureau. Policyholders Service Bureau Metropolitan Life Insurance Company One Madison Avenue New York 10, New York 0055152  -J J ! 'J i :> 1 j o TABLE OF CONTENTS SCOPE OF THE R E P O R T ............................... WHAT EMPLOYEES WANT TO K N O W ...................... Subjects Discussed .................. MEDIA USED................... .... The Employee Publication . . . Rumors and Questions Answered. The House Organ Insert . . . . Booklets and Bulletins . . . . The Employee Manual.......... Letters to Employees ........ The Bulletin Board .......... Posters...................... Interim Reports on Operations. The Suggestion System........ Employee Contests............ Employee Meetings............ Moving Pictures and Slide Films Plant Tours.................. Courses for Employees........ Education of Supervisors . . . Family Days.................. Radio Broadcasts ............ Newspaper Statements ........ , PROGRAMS OF INDIVIDUAL COMPANIES INDEX OF COMPANIES MENTIONED Page 5 5 6 Q 10 14 19 20 21 24 24 25 28 31 33 35 36 37 37 39 41 44 46 54 -3 0055153 r uJ H I7 TELLING EMPLOYEES ABOUT BUSINESS OPERATIONS: THE COMPANY SCOPE OF THE REPORT This report is one of a series dealing with methods of keeping employees informed. Other reports in the series are "The Annual Report to Employees," "Orienting the New W o r k e r " I n f o r m a t i o n Manuals for Employees," "Contents of 399 Employee Magazines," Informing Employees About Group Insurance," and "Telling Employees About Business Operations: Profits." All of these are written with the aim of showing how employees may be given a better understand ing of the company, its products, and some of the plus values of a job with the company. "Telling Employees About Business Operations: The Company" deals with the various media used for the same purpose. It includes the employee publication, machinery set up to answer rumors and employees' questions, house organ in serts, booklets and bulletins, letters to employees, employee manuals, the bul letin board, posters, interim reports, the suggestion system, employee contests, courses for employees, employee meetings, movies, plant tours for employees, supervisory education, the family day, radio broadcasts, and newspaper adver tising and releases. The report does not cover the orientation program for new employees nor the annual report to employees, both of which are subjects of separate reports. WHAT EMPLOYEES WANT TO KNOW What do employees want to know about the company? What should they know about the company? A clue to the answer of the first question is found in the results of reader-interest surveys of employee magazines.* Early in 1948 Caterpillar Tractor Co. completed a reader-interest survey of its employee magazine. Ninety-two percent of their employees take News and Views home re gularly, 65 percent read practically all of it, and 85 percent said their families read it. Although readership of the whole magazine is high, there is little doubt of the relative popularity of the various types of material pub lished in it. The following percentages of employees "always read" the follow- ing types of stories: Percent Own department personals 83 Stories about the company 70 Stories about the products 64 Sports 57 Hobbies 55 Editorials 51 Special columns 51 One-of-kind jobs 50 Other department personals 27 In answer to the question, "Do You Think News and Views should run more infor mation about the company?," the response was as follows: Company Plans for the Future Ye......... .. N o ....... 93L * How such surveys are conducted is described in the Policyholders Service Bureau report, "Contents of 399 Employee Magazines." -5- 0055154 U j J j J j n j j | j Organization of the Company ye s ....... 83% No 17% Company Executives Y e s ....... 67% No 33% Company Financial Position Y e s ....... 72% No 28% of 19478Si5JdthItecSihS?SiStlU" CoTMpany's The Carb-O-Vheel made in the fall company affairs and plans lie reiilie^to^hp6*1 m+* aut^entic information on stories ab0u t--_ _ _ _ _ _ n,"'iinnddiiccaatteedd1tthhee fionllnoTMwi^ngUeoSrtdiern 'of> reualdderyopuopluilkaerimtoyr:e 1. Company affairs and plans 2. Plant and company people 3. How our products are made 4. Our other plants 5. Sports and recreation 6 . How our products are used 7. Messages from company officials 8 . Women's page 9. Veterans affairs e e" ba?LSoS page the magazineW (items numbered'in"order'of'preference) * 6ee i t t e a u^p in Subjects Discussed an e e S o y e e M g h f i a J f t i 6^ S * * L 2 S 2 T " J"5t "5"' `at Analysis^of 3Sf ^ L p i S i e f p S n i a U o n s T S ^ h o e n ^ n S * g S ? or t b . ^ R # page, illustrates the wide range of subiects coveied th .following claestfied as general Information about the cSmiaiy fianfial'l S o i ^ M o n ere news' and A "" " PoHUcal give recognition to employees for length of s e r v i c e ^ e i o i s m Pt? *, for wives and children, and the various interest b u i i f W o 1?'6*?* ' matef'Jal tions, such as jokes, fiction" and pSzzles. bullders 1,1 " P 1" " publica- SS- and financial results of the previous^ear: "^ 3211168 describinS the operating What Happened to Chrysler's Income in 1947? Does Chrysler Really Make? What Do I Get Out of Chrysler Profits? Sales Nearly Reach Billion Mark During Record-Breaking 1947 Two Important Figures to Remember . . . And Why The No. 1 Problem - Balancing Income with Outgo Let's See How We All Make Out Where the Money Comes From -6- 0055155 tfeu Called the heU Scent'd) A r t i c l e s I Wo u l d L i k e T o S e e Wr itten U p In T he M A G A Z IN E (li-ems numbered in order of p re fe re n c e ) Z g aSntadrtehseiarbaocuctoemmplpislohymeeenst NetU P r o d u c t s 9<r ~ ^ , Future Com|M*y flans coPtPAUY uJtpa *8 ( Y A * 6 - 7 9 y P R K i r i - 7 9 lo M k c - 8 7 y# GprIoudJuhiotsl*aoruer used ror k )\\\ I COAOrArty u i i o t 7 3 / A R o - 7 4 .5 Yo pik i n -1 1 y. HKC - 77 V . V made <T ^ ^ Z s ta .* <r C c e m P A riY u iD t -- 73 % PA BR GK.tOd -- 11 41 . 5 VXo K K C - 7 7 */ Humor & CaMPAMr AURJlaO0'-7724.5 %/. f .tn tt-15 /* H K C -79 % C O M P A N Y vU iOE-<*9 % Aaa o - 7 % PE K Itri - 59. 5 Vo r<Kc - 78 */. -- I O. -- c o m p a n y Aw Ri oae -- S(>9s .S %V. PEKlrt - a C /4 H K C - 8 1 Yo aScptiovrittsies Whotrther d e p t * . do c o m p a n y U J ip f c - 5 5 Yo ARQO - S4 .S H P K iri-47 Y o H X C - C 7 Yo Equipm ent the Company u *eS c o m p a n y uM Pt-SA % A R C - 4 8 Yo P E' rKi KirCi 5<1A. 5 %% B irth s , deaths, hit <idin^S u d Ter nall c o m p a n y vampe Ax. */o PAfeRkiHo-- Cd oX Y/o ri K C - 4 4 Yo C o a ypa NY u io E -55 A R G o -54. P fc K iN - 5 5 . N K c - <oQ Childrens P^e c o / n r A r iY o fio a . - 4 o Yo ARao - l i . 4 % p e K iH - 3 8 Yo ri K C - 48- s Yo <2. Women's 9 * kr co/nPAN^f H ipe * 31 */ ARG, - Z i. (o Yo P E K.I ri ri K C 31 3 7-4 / Yours Truly, March, 1948 CORN PRODUCTS REPINING COMPANY -7- 0055156 (J 0 0 ) u ANALYSIS OF CONTENTS OF OFFICIAL ANNOUNCEMENTS Arbitration ............................. 6 Industrial Relations Policy ............ 5 Lawsuit Against the Company ............. 1 Merger of Company ....................... 3 Price Policies.............................. 13 Vagner Act or Taft-Hartley Act............. 31 Report from the Board of Directors. . . . 1 GENERAL INFORMATION ABOUT THE COMPANY Age or Length of Service of Employees . . 3 Appointment of New Officers or j_ D i r e c t o r s ............................. 36 Availability of Raw Materials ........... 5 Competition ............................. 2 C u s t o m e r s ............................... 38 Employment.................... .......... 5 Exports ................................. 1 History . . ................................ 49 Job or Work of a Specific Department or Plant Described. ........ . . . . . 116 Open House......................... 30 Organization................................ 12 Plant Expansion and Modernization . . . . 141 Plant Visitors.............................. 43 Production. . . . . . . ........... . . . 17 Products and Advertising.................. 144 Public Opinion Survey ................... 3 Public delations. .......................... 12 Purchases ............................... 2 Sales C o n t e s t .................... 16 Stockholders. .............................. 13 Wage Level and E a r n i n g s ................. 7 0055157 EMPLOYEE PUBLICATIONS IN 1947 FINANCIAL INFORMATION ABOUT THE COMPANY Annual or Interim Report to Employees . . 103 Annual Meeting of Stockholders........... 7 Bond I n t e r e s t ........................... 1 Business Conditions . . . . . . . . . . . 22 Collec t i o n s ......................... 1 Costs ..................... 3 Cost of E q u i p m e n t ...............' . . . . 9 Dividends ................................ 9 F i n a n c i n g .................................. 15 Forecast Future Business Conditions . . . 11 Investments .............................. 1 Prices...................................... 14 S a l e s ...................................... 22 Surplus .................................. 1 Taxes ................... 2 INFORMATION ABOUT THE INDUSTRY............... 43 ECONOMIC INFORMATION. ..................... 126 NEWS OF OUTSIDE HAPPENINGS News C o l u m n ................................ 19 Community Activities. .............. 108 Citizenship ............................. 3 Income Tax (Individual) ................. 3 Social Security ......................... 34 POLITICAL NEWS Legislation................................ 19 Proposed Legislation.. . . . . .......... 6 O t h e r ...................................... 15 U iJ -> i * J 1 T T o n S9me of ^ v i e w p o i n t s on prices are indicated from the following titles - all from articles in 1948 employee publications: g titles Price Cut Announced on New Refrigerator Quaker Battles Price Increases Kellogg's, Too, Faces High Costs of Buying Do Profits Make Prices Higher? 1937 Telephone Rates Won't Work in 1947 G.E. Hits Inflation by Price Cutting Company Sells Only at Announced Prices In a desire to emphasize a particular fact or situation, a number of com panies consider the same subject from different angles, either in different issues of the employee publication or in various media for reaching emnlovees For example, the first three titles under financial results for the preceding year are from the January, February and March issues of Chrysler Motors Maga zine (Chrysler Corporation). --^ There is no uniform program for presenting information to employees. Each company is individual. Its employees have different interests and different backgrounds. Experience has shown that its program should be custom-made to meet its own needs and the interests of its employees. Its purpose is to in form employees frankly, telling them the bad news as well as the good, and telling them these facts simply but without condescension. MEDIA USED To tell its story to employees a company may use the employee publication a system to answer rumors and questions, house organ inserts, booklets, man- ' uals, letters, the bulletin board, posters, interim reports, suggestion systerns, contests, courses, meetings, movies, loud-speaker system, plant tours supervisor education, family day, radio broadcasts, and advertising in local papers, in addition to the annual report to employees and the orientation pro gram for new employees. For the most part companies are feeling their way and testing various media. As one executive wrote; Possibly it will call for new vehicles of expression to carry the information in ways that are understandable and acceptable to the kinds of minds for which the reports are prepared. Sometimes I wonder whether the success of the picture magazines does not indi cate that something based on line and color more than language is necessary. We have had these various suspicions in mind, but so far have not felt prepared to change our methods of reporting in what probably could be a revolutionary manner . . . However, we are ex perimenting with devices to carry information. . . One source of information, or misinformation, that frequently needs atten tion is the company grapevine." Efforts to bring rumors to the light of day, to tell the truth about them, can contribute much to an employee's understand ing of his company. In addition, experienced executives have found that man agement's door should always be open to any employee questions. On this point the president of the New York Telephone Company says: "Of chief importance, ' we believe, is that the company encourages employees to ask, at any time, any question about the business thay may have in mind, or that may be asked them by persons outside the company. 9 0055158 Q U J > U ji i h The Employee Publication* By far the most widely used medium of communicating with employees is the S S n j S H t & r - - ImPlreeS Sre US6d t0 readinK ltf 11 - t u r a Schan- * * ! X 5 example, employees of Monsanto Chemical Company receive Monsanto Maparinp whi^h t0 st2ckholdeP > customers, and m S l S S X S f i g gp?nion AI\ t mirrors Monsanto^'s plans, policies, and products t h ? o 2 h i X 'arti- essentially a public relations medium. In the company's lareer plants this is s u p rpl e chmen ted by paper a indivi rri" d ual ft Diant Ss a p S ape dP^ rs !i o r in Ll s oJ ;rg<rr . c o L Sy?;wen!; S a n s ? Sp i u c L Ps " a n d reconcMca:al SOUrC6- These lnclude artlcles V t i V fini1 only dos Philips Petroleum Company have local plant papers in addi tion to a general employee publication. Philnews. but it Si\lPl l L ^ different types of employees. Its Bulletin to 66 Management gS s ea?h mon?h to l e ^ l a T ^ e " " ^ t r t h ^ o r S o ^ f ^ P g ^ ^ p ^ i ^ e n s ^ ^ S ^ p i t i M r t subjects explainPthligs TV * small, four-page, 8$ x 11, folder-type newspaper, The Phillips Salesman Thic spe^Iaf'm eies?TM 2110" abUt 0,6 t l M anIi the 5^ny sla n g l/to . T l e s i ^ s of , 293 employee publications shows that the following means, ar ranged in the order of the number of companies using them sent management's message: e mem, are employed to pre- Unsigned articles Articles, Letters, or columns signed by the chair man or the president of the company Editorials Reprints Articles signed by persons outside the company Articles signed by an officer of the company other than the chairman or the president News column Articles signed by a department head Question and answer column Quiz feature Report of stockholders meeting Articles signed by an employee Letters or a column signed by an officer of the company other than the chairman or the president Report of meeting of the board of directors Report of supervisors' meeting Report of employees' meeting Rumor clinic Statement of company policy Communication of board of directors Resolution of board of directors Article signed by the editor ^n^rma^ on_on employee magazines appears in two reports o ^ t h e Polirv Magazines?"'106 BUr6aU' E"ply6e " B of 3sl stoe - 10 0055159 U > -/ j O i . \ -1 o A similar tabulation made in 1944 indicated that the order of the first three items remained the same, but that reprints and articles signed by per sons not employed in the company are being used more widely today. The use of reprints rose from eighth to fourth place and the use of articles signed by outsiders rose from 10th to fifth place. Other changes are that company offi cers have been writing more frequently than department heads for employee maga zines and that employees themselves are being given more opportunity to ask questions about company operations and policies. News columns and special quiz features are used more widely. Usually, signed articles by supervisors or department heads in the employ ee publication explain the operations or policies of a particular department of the company as may be seen from the titles below: "Our Job Is To Make L.C.L. Pay Its Way," H.E. Bixler, General Merchandise Manager, Along The Line, February 1948, The New York, New Haven and Hartford Railway Company (Reproduced on page 12) "Carpenters Control Construction Costs," J.E. Seale, Foreman, Carpenter Department, ' The Humble Refinery Bee. March 1948, Humble Oil & Refining Company "Here's A Preview of Our Advertising Campaign," L.W. Keller, Advertising Manager, Kroehler News, March 1948, Kroehler Mfg. Co. "Somebody's Taking Bites of Our Pie!" C.A. Naffziger, Superintendent, Stations and Claim Prevention, Missouri Pacific Lines Magazines. March 1948. -------------------- ------- Articles signed by an employee are usually concerned with his particular job or specialty. For example, a dynamometer engineer in the office of the Chief of Motive Power and Rolling Stock of the Canadian Pacific Railway Com pany has written a series of interesting articles for the Canadian Pacific Staff Bulletin, "Locomotives of the Canadian Pacific Railway, A Study of our Motive Power by Inventory Classification." An article, "The Keys to Nutri tion," shown on page 12, appearing in the March 1948 issue of the Dow Diamond (The Dow Chemical Company) tells of the place of one of Dow's products - the amino acids - in the diet of man and animals. Articles signed by officers of the company tend to be broader in scope as may be seen from the following titles: "Procurement of Materials Still Difficult," Andrew H. Phelps, Vice-President, Westinghouse News. March 16, 1948, Westinghouse Electric Corporation, (Shown on page 12). "Are Prices Coming Down?," L.L. Boulware, Vice-President -- Employee Relations, The Pittsfield Works News. February 6 , 1948, General Electric Company. "Our Sales Situation for 1948," Robert H. Bishop, Vice-President in Charge of Sales, The Beam. March 1948, Sylvania Electric Products, Inc. -11- 0055160 J iS 0 = a I 4 2 4 EM PLO YEE M A G A Z IN ES TELL A B O U T THEIR C O M P A N Y * * * * i* WCM| ANNt,*t *tPo*r SUt Oirtput in I94 'i sa __ ****10*on, ' $ 2 5 :0 0 2 ,2 1 / I * ' ... . if fad, | y s r * ? ? v.r~/* i = ^ s a s :l **""***, lt o T1W0KOHIiMlllPEOIIRT.AN.T .FImGORiElS Armc* Prefiinil CVu. R. Mooli rrmbwi* m ofa brief ^ rtartliif /act aJ*owl o w Company and c m fobi --------------/ Iw <iil>. <*, A n 0055161 j THt ARM;CO OPERATOR. MARCH 194 Armce Jr*+ / C V or Articles signed by persons outside the company and reprints frequently relate to the industry, general business conditions, or to economic concepts which help an employee understand conditions under which the company operates. Such titles as the following are typical: * "Corporation Living Costs," Pittsburgh Apparatus Works News. February 6 , 1948, General Electric Company, editorial digested from the January 14, 1948, New York Times. ' "Who Gets Our National Income?" Rev. Edward A. Keller, University of Notre Dame, GM Folks. April 1948, General Motors Corporation. "Shipments of Asphalt Shingles Break Records," The Celotexer. February 1948, The Celotex Corporation, adapted from American Builder. Occasionally, when a reprint is from a plant city newspaper, it is concerned with the company's place in the community. An example of this is an editorial reprinted from the Ashville Times. "What Does Enka's Expansion Mean to Ashville and Western North Carolina, in The Enka Voice, of American Enka Corporation. Occasionally reprints of speeches or articles by an officer of the company are used. Authority is lent to any message by the signature of the president of the company or the chairman of the board. From time to time these ranking officers write articles for employee magazines, such as, "Two Important Figures to Rem ember . . . And Why," Charles R. Hook, president of Armco Steel Corporation (The Arm-co-operator, March 1948) shown on page 12. This compares the profits of the company with the amount the company spent during the year to improve its plants. In a number of employee publications either the president or the chairman, or both, have letters or columns as regular features. They appear in the same place in each issue. Frequently they carry the same title and a fac simile signature. The photograph of the president or chairman often accompan ies the text. Both the chairman and the president of Phillips Petroleum Company contri bute monthly to Philnews. Mr. Frank Phillips writes a monthly letter. In March 1948 under the title "Oil Facts Speak for Themselves," he wrote of the current oil situation, and in April under the title "The Industry's Store house," he wrote of the oil industry's reserves of raw materials. Each month' an interview with K.S. Adams, president of the company, is published under the heading "As I See It." In March 1948 he discussed the reasons why a large part of the company's profit has to go back into the business to keep it going. In The Botanist, employee magazine of Botany Mills, Inc., under the title "The President's Corner,' Charles F.H. Johnson, president of the company, discusses such vital questions as company earnings, taxes, prices, wages, and the company outlook. The unsigned article is the most frequently used vehicle of expression. Its variety is endless; it may be short or long on general questions or de tails, statistical or popular, news or opinion, commonplace or original. Two of these articles, "Quaker Battles Price Increases," from the January 1948 is sue of The Quaker (The Quaker Oats Company) and "Job Security at du Pont" from Better Living. March-April 1948, employee magazine of E.I. du Pont de Nemours & Company are shown on page 12. The Cleveland Graphite Bronze Company uses its employee magazine to a greater degree than any other line of communication. The magazine articles are sometimes presented by the editor as interviews with members of management -13- 0055162 2* J -J J - -J O I "i J. O and sometimes as articles signed by members of management. All of these items are informal and interpretive and in readily understandable language. Some of the topics covered regularly are: 1. All changes in supervisory personnel. 2. All departmental reorganizations. 3. Financial reports of the company. 4. Business outlook for the company. 5. Operations of various departments. 6 . Functions of the American business enterprise system. 7. Disposition of significant rumors through a column in the magazine conducted by the editor. 8 . Company policies. Very frequently more than one channel of communication is used for presenting the same material. Rumors and Questions Answered Employees seem particularly susceptible to gossip about their jobs or their company. Rumors spread. Minor incidents grow into major disasters. Many rumors are disturbing to employee peace of mind. In addition to rumorinspired questions, almost every employee has at one time or another some question he would like to ask about some company policy, activity or plan. To assure him that his questions are welcome, that the company has nothing to hide, and to make certain that the answer he gets is accurate, a number of companies have set up machinery to make it easy for an employee to ask ques tions, usually anonymously if he prefers, and to receive authentic answers. Most companies which have established such machinery use the employee magazine to answer questions of general interest. If the inquiring employee signs his name to a question not of general interest, he receives a personal reply. If an employee who identifies himself asks a question which for one reason or another cannot be answered, he is told the reason. For example, if his ques- MR. KOHLHEPP: I would like to know the answer to the following question: (Questions should bo of over-oil employe Interest about the Company, fta policies, operations and activities. 1 WISCONSIN PUBLIC SERVICE CORPORATION 0055163 u s / / tion is a grievance which should be taken up in the regular grievance machin ery, he is told the procedure he should follow. When a system of answering employee questions is established, it is usual ly publicized in the employee magazine and employees are told how to submit their questions. Ordinarily, to facilitate the asking of such questions, a form is printed in the employee magazine or a card addressed to the company is enclosed. The postcard shown on page 14 is used by Wisconsin Public Service Corporation. It is addressed to the Vice-President and General Manager of the company. Not all companies have identical rules for their "question and ans wer plan. tf In September 1942 the Erie Works of General Electric Company started its "Rumor Clinic." Employees are urged to submit to the plant manager any dis turbing rumors which they may hear in the plant or outside. To facilitate the reporting of such rumors a blank is printed in each issue of the weekly plant newspaper. Each rumor is answered frankly and completely by the manager in his monthly informative meetings with hourly employees, and the answers are published in full in the employee newspaper. During the first year the plan was in operation approximately 200 rumors were submitted and answered. These included rumors about company policy, com pany business, wage rates, the community chest, working conditions, vacations, government bonds, the war, and many other questions. The first rumor submit ted concerned rates of pay, and, during the first nine months, eight other rumors on the same subject were submitted. Typical rumors published in the March 19, 1948, issue of the GE News - Erie Works and the answers follow: Rumor I have heard that there will be a big layoff. Is it true? They say it happened in #18, #6 , and #13 so far. Facts Rumor entirely incorrect. As a matter of fact for many weeks our employment in both the refrigerator and apparatus department has been increasing slightly. While we will probably not increase further and may experience a decrease in total, it will be very slight. It is true, however, that a greater number of trans fers between departments is taking place and will pro bably continue to take place for some time. I imagine this is what prompted this rumor. Rumor I have heard that the G.E. is hiring no more married women and that they plan on laying off the ones work ing at present. Facts Rumor entirely incorrect. In the issue from which these two rumors were taken, thrSe 11$ x 15-inch pages were devoted to rumors. All rumors submitted and the answers to them are kept on file and, for convenience of reference, an index of rumors tabu lated by subject matter has been prepared. 0055164 In 1945 the Fort Wayne Works of General Electric Company borrowed the title "Rumor Clinic," from the Erie Works and announced a new service to ans wer the questions in the following manner:* A "Rumor Clinic," which will answer questions on company poli cies, outlook, personnel, etc., arising in the minds of employees, was announced today by Works Manager M.E. Lord. The "Rumor Clinic" will operate through the WORKS NEWS, and to start with, the questions and answers of general interest will : be printed monthly. All signed questions properly submitted will be answered in some way. If not answered in the WORKS NEWS, the employee will get an answer by letter or sometimes even by personal call. If sufficient interest is shown, the special feature may be incorporated more often, perhaps twice a month. The rumored questions submitted by employees will be answered in as direct a way as possible, and the answers will be officially approved. The "Rumor Clinic" will not deal with those matters which come under the terms of union contracts, i.e., those covering wages, hours, and working conditions. In no case will the name of the person submitting the ques tion be printed in the WORKS NEWS. The new column will be operated with these few simple rules: 1. Questions should be submitted on the form printed in the WORKS NEWS. If sufficient space is not allowed, attach additional paper. 2. Questions which come under the terms of union contracts (i.e., those on wages, hours, and working conditions) will not be answered in the 'Rumor Clinic" column. 3. All questions should be signed. 4. Answers to questions of general interest will be pub lished in the WORKS NEWS. All others will be answered by letter or visit. 5. The name of the employee asking the question will not be printed. The informative services of some companies emphasize information about the company, rather than rumors. For example, Oklahoma Natural Gas Company made the following announcement of the opening of its "Question Box":** This month the GASETTE is introducing a regular feature, the "Question Box," which will contain answers to questions sent in by ONG employees. All of us cannot possibly know all about the company's policies or practices, except as they apply in our own department. We all have questions regarding employment, personnel, employee welfare benefits such as sickness and accident benefits, group insurance, retirement plan and vacations. Many of us would like to know more about such things as gas rates, franchises, customers deposits, General Electric News - Fort Wayne Works, September 7, 1945. Oklahoma Natural Gasette, September-October, 1947, page 7. -16- 0055165 U w U 7} i ';1 T ) collections, customer service, extensions, new services, sales, ad vertising, home service, gas production, gas purchases and gas re serves . We are all aware that the company has established policies for guidance in our daily work, but sometimes we wonder why certain of these policies were adopted. It is to answer these questions that the "Question Box" is be ing included in the GASETTE. When you have a question about any . phase of the company's operations pertaining to production, trans mission, distribution, accounting, financing, sales, etc., jot it down and send it to the GASETTE, Box 871, Tulsa. The GASETTE editorial staff will get the answer for you and publish it in the next issue or as early an issue as possible. If the answer re quires too much space to include in the "Question Box," it will be sent to you by personal letter. Your name will not be published with the answer to your ques tion unless you wish to have your name appear. Remember, send your questions to the GASETTE, Box 871, Tulsa. Watch later issues for the answers. For nearly three years the most widely read pages of the Synchroscope. of Detroit Edison Company, were those of the 'Question Box." Here the late J . Herbert Walker, vice-president in charge of personnel matters, answered employ ees' questions with great understanding, and shortly before his death, when he could no longer continue the feature, he took stock in the following manner:* Maybe this is a good time to size up what we learned from the "Question Box" during these nearly three years of operation. Those thoughtful employees who have watched its development and who have read the questions submitted probably have formed some interesting conclusions. From the management point of view, we think we have learned a lot. For example, we have learned that our channels of communication within the organization did not work well. In fact, they sometimes did not work at all. We found that there was no one best way of getting across to people things that they should know about, particularly of getting them across in a way that is simple and understandable. For months we have been trying to do something about that but have made only a little progress. It is a job that will take a long time. Second -- We discovered, through the "Question Box" and through other channels, that the folks think they want complete equality of treatment down to the last atom. But curiously enough, they may nevertheless object when some proposed equalization of practice benefits the other fellow only......... But hasn't it been a healthy thing (and sometimes fun for the bystander) to lay on the table again some question that we thought all along was thoroughly understood? We are just beginning to learn how to communicate with and understand each other. Industry gener ally is slowly waking up to that fact. Synchroscope, December 1947, page 7. -17- 0055166  U ,* , U J J i H J HOUSE O R G A N INSERTS -18 0055167 vi The House Organ Insert The variety of inserts in employee publications is considerable. They range from messages from the president of the company to comic strips. Mes sages from the president of the company may be regular features or may be en closures occasioned by some special event. For example, following the passage of the Taft-Hartley Law, a four-page leaflet, introduced by a letter from the president of the company, was enclosed in the Socony-Vacuum N e w ^ of SoconyVacuum Oil Company, Incorporated. This leaflet listed some of the things that can and cannot be done under the law by employees, employers, and unions. The introduction by the president invited employees with further questions concern ing the law to seek the answers from the company's local managers and indus trial relations advisors. Each month a single page message, "Things To Think About, signed by the Dresident of the company, is enclosed in the employee magazine of the Illinois Central System. Each issue gives the facts on a particular subject of impor tance to the company. During 1947 the following titles appeared on these messages: Illinois Central is Safety Champion New Power Sought in Powdered Coal Railroads Need a Six Percent Return Some of the Tools We Work With Building Good Will From Ground Up Explosives Safely Handled 25 Years Railroads Seek New Rate Relief Deeds Prove Railroad's Progress Railroads Carry Warmth and Power Rail Rates-and-Prices Generally The St.Lawrence -- Again! Each issue is printed on buff paper so it stands out from the white paper of n the magazine. PThe November 1947 enclosure, "Rail Rates-and Prices Generally, is shown on page 18. A number of companies, among them Bigelow-Sanford Carpet Company, Inc. and American Writing Paper Corporation, enclose special annual reports or statements of operations for the year with the employee magazines. Other com_ panies among them Kroehler Mfg. Co., The Heil Co., and Moore Business Forms, Incorporated, enclose copies of their national advertisements. An insert in the January 1948 issue of Moore News carries the following message to employ ees describing the company's advertising methods: To: Moore News Readers This insert shows how our national advertising is being beamed, through the direct mail system, to those particular industries fea tured in the current ad. In this instance it is the building trades. As you know, increased sales means increased production, and the greater the demand for our products, the greater security we will have in our jobs. In the space that this message occupies will be imprinted the addresses of 12,000 building and masons supply dealers, 5,500 lum ber mills, 8,000 lumber dealers retail (Capital rating ef $35,000 or over), 435 roofing and roofing materials manufacturers, 2,500 sash door and blind manufacturers, 133 builders associations, 66 -19- 0055168 U ii J i U ^ ;'j j H J lumber associations, 3,710 lumber dealers wholesale, 2,600 contrac tors supply and equipment dealers, 1,984 roofers and tinners supply houses and 8,000 saw mills, a total of 45,509 companies that will receive this insert through direct mail; and to those concerns, the national "building" ad will have special appeal. Each Month a direct mail piece similar to this one will be sent to industries appropriate to the vocation featured in that month's four-color national ad. We are confident that this will do much to stimulate sales in the months ahead. The first page of the insert is reproduced on page 18. Enclosed with the November 1947 issue of The Quaker, of The Quaker Oats Company, was a small green folder, listing the packaged products of the com pany. It was headed Help Yourself By Helping The Quaker Oats Company Who Pays Your Check" and suggested employees buy the company's products. Some companies enclose leaflets or booklets on communism or on the Ameri can free enterprise system -- one of these from the April 1948 issue of The Heil Flash, of The Heil Co., is reproduced on page 18. At times inserts in the employee publication are used to call attention to and reinforce some article in the issue. For example, the March 1948 issue of the Indiana Telephone News (Indiana Bell Telephone Company) has an inside spread describing tne company benefit system. An insert; "Building for Your Future," printed in three colors on heavy paper shows the increasing benefits to employees by years of service from the start of their employment to retire ment. This is reproduced on page 18. General Electric Company used a four-page comic strip, "How Pete Helps Conquer Inflation," which was inserted in the employee magazine as a part of the company's anti-inflation campaign. Booklets and Bulletins Booklets and leaflets may be used to introduce a new employee to the com pany, to supplement employee magazine material, to direct attention to a parti cular point of importance, or to develop a subject at greater length than might seem desirable in an employee publication. They may be given to new em ployees during the orientation program. They may be distributed with the house organ or separately, enclosed in a pay envelope, or mailed to the employee's home. Each new employee of General Mills, Inc. is given a kit of material which includes: a booklet on employee products, how and where they are made; a primer-style booklet on the employee's future in the company and various em ployee benefits; a pamphlet describing every employee's public-relations job; a booklet on the organization of the company; and a leaflet of the company's policies. To give new employees a picture of the company, the Foreman's Club of Edward Katzinger Company compiled a brief history of the company, showing the company's beginnings, growth, and purchases of other companies to round out the company's line of kitchen equipment, tools, and supplies. Some informa tion on keymen in the organization is also given. Phillips Petroleum Company distributed with the employee magazine an address by Mr. Frank Phillips, chair man of the board, on the oil industry outlook and problems. The speech, which was given before the 25th Annual National Business Conference at Babson Park, Mass., outlined the advance of the oil industry in quality of products, reduc tion of cost and conservation, the various uses of crude oil and gas, -20- 0055169 i n I I m J U H \J -j the increase m use, the outlook for the industry, the effects of the Petroleum code, Federal prosecutions for violation of the Sherman Anti-Trust Act and present conditions in the industry. Another pamphlet distributed with'philn^ws, October 1947, was "We've Got a Story," prepared by the Public Relations Operating Committee of the American Petroleum Institute. This relates some of the basic facts of the oil industry and tells of the public relations plans of the industry. The Paraffine Companies, Inc. has three informative booklets for employ- Sez> a PlaXlet dramatizing the company's personnel policies: Shoulder to Shoulder, a pictorial tribute to the men and women with 15 years or more service in the company; and "Foundation for the Future," a historical sketch of the company's growth and progress since its founding in 1884 and something of its plans for the future. At the end of 1947^ McNally Pittsburg Mfg. Corp. issued a booklet, "Report to Mac Pitters for 1947 to employees. The first article in this booklet, written by Thomas McNally, president of the company, reviewed the implications of the following three policies by which the company is operated: First. We must operate so that our standard of living con stantly increases. Second. To increase our standard of living, we must constant ly acquire better tools, better facilities, better and more efficient working conditions; and we must do this by reinvesting whatever profit may result from our operations. Third. To make the first two policies possible we must con tinue to sell our product by competing successfully on the merits of our engineering designs, our work manship, and our service. This was followed by an article on coal preparation by Homer W. Riley, vice-president and general manager. Reports of the employees recreation club and credit union were included, and the booklet closed with lists of company personnel including foremen, plants and products. "Employee Information Bulletins" are issued to the more than 15,700 em ployees of Pacific Gas and Electric Company on subjects of general interest as frequently as is required, usually several times a year. The bulletins are signed by the vice-president and general manager and are from one to three pages in length. Charts and other illustrative material are attached if the subject is such as to lend itself to that type of amplification. The scope of the bulletins is varied and encompasses such subjects as: wage adjustments, Labor Management Relations Act, data on the status of collective bargaining disputes, information regarding the retirement plan, information concerning the company's annual report, comparison of operating results by year, various company policies, the position of management with regard to such subjects as the Central Valley Project, and comparison of gas and electric rates in areas served by the company with other areas. The Employee Manual A survey* of 130 employee manuals by the Policyholders Service Bureau showed that 93 devoted space to the history of the company. . In addition the *"Information Manuals for Employees," available on request, shows how material about the company is used. - 21- 0055170  :J ,j i U O -3 I "i w following number of manuals contained other types of information about the company: Subject Matter Number of Manuals ______ Using What It Is. . . ......................... 19 Its Products or Services................ 68 Its Policies............................. 40 Its Stockholders......................... 14 Its Directors and Management............ 26 Its Organization......................... 42 Its Personnel Department................ 29 Its Personnel Policy. ................... 15 Its Foremen and Supervisors............ 25 Location Plants and Departments ........ 36 Its Sales ............................... 15 Its P u rchases........................... 4 Its Research............................. 10 Its Advertising ......................... 5 Its Cus t o m e r s ........................... 11 Its Earnings............................. 5 Its Public Relations.......... 13 While the majority of employee manuals tell employees something about the history of the company and its products, a number of them give employees con siderably more information about the company. As those manuals are designed primarily for the new employee, they give him a preview of the organization with which he has chosen to be affiliated. - Meredith Publishing Company, for example, in its handsomely illustrated manual, "This is Merediths," first in troduces the president and the vice-president and general manager, then it tells about the role of the company in the community, the amount invested in each job, the number of employees, the part they and their families play in the life of the community, how the company helps support allied industries, and its role in civic affairs. This is followed by a section, "Why a Mere diths," and then by a brief sketch of the company history, traditions, policy, and aims. The next section takes the employee on a camera tour of the plant. Representative families among the readers of Meredith magazines are introduced, and then to give employees an understanding of the operating structure of the company organization charts are shown of the company, the manufacturing depart ment, the advertising sales, editorial, art and research department, and the circulation, promotion and accounting department. Other ways of telling the company's story are used in other manuals. In International Harvester Company's Welcome To Harvest," the first seven pages are used to tell employees about the organization of the company, its products, its manufacturing plants, its suppliers, its distribution system, and its basic policy. The last eight pages of the report trace the history of the company from 1831, when Cyrus Hall McCormick built the first successful reaper for harvesting grain, to the present day and devotes a couple of pages to look ing toward the future. One page of this account is shown on page 23. New Orleans Public Service Inc. in its manual, "Things You Will Want To Know About Public Service," gives a brief history of the company, tells how as a public utility it differs from a manufacturing or retailing establishment, outlines the company's organization, tells about the stability of the business (This page is shown on page 23), and its future. In addition to the pages from the employee manuals of International Harvester Company and New Orleans Public Ser vice Inc., pages from the manuals of The Bell Telephone Company of Canada, Crouse-Hinds Company, Inland Steel Company, and Walgreen Company are shown on page 23 in order to show how different organizations use this medium for tell ing the story of the company. - 22- 0055171 wmm tmmmmmuBamm mm  o O j 'i J j 4 > 5 EM PLOYEE M AN U A LS TELL ABO UT THE C O M P A N Y tio U I 0055172 O J u O IAO 6 Letters To Employees Since 1944 more companies are using letters as a means of communicating with employees, and individual companies are using them to a greater extent. A letter has a more personal touch than a house organ article or a pamphlet, and may be particularly effective for a special message. Depending on the message these letters are signed by the president of the company, the chairman of the board, or the operating executive of the plant. In the past year or so Armstrong Cork Company has made greater use of letters to employees. Several of these have been a company-wide communication from the president's office. Others have been local communications on unique plant problems, issued over the signature of the plant manager. At times, both the president and the plant manager write on different aspects of the same question. For example, after the Taft-Hartley Law went into effect, Mr. H.W. Prentis, Jr., president of the company, sent each employee the text of the law together with a letter describing the purpose of the law and stating that he did not expect the law to work any great changes in relations between the company and its employees. He emphasized that "good relations between management and employees cannot be brought about by legislation alone," but that "such relations are built upon the sound foundation of cooperation, under standing, and mutual respect." This letter was followed at 10 day intervals by three letters signed by the plant manager, the first on employee personal rights under the law, the second on the effect of the law on employers, and the third on the effect of the law on labor organizations. Among the other companies which make a practice of writing employees on matters of interest are Kalamazoo Vegetable Parchment Co.; The Paraffine Com panies, Inc.; Thompson Products, Inc.; and Westinghouse Electric Corporation. Mr. R.A. Hayward, president of Kalamazoo Vegetable Parchment Co., writes peri odically to employees telling them about business conditions generally and the company's business in particular. The efforts of the company to provide steady work are stressed. Reasons why one department may be slack while other depart ments are busy, are explained. A semiweekly letter entitled "From Where I Sit," signed by the vice-president in charge of manufacture, Ford M. Tussing, is sent to employees of The Paraffine Companies, Inc. These letters discuss the prob lems of management and employees, taxes, the Taft-Hartley Law, company plans and ambitions. It is a policy-of Thompson Products Inc. that employees are told all news concerning the company before it becomes known outside of the company. In mat ters of major importance affecting employees and their jobs, letters are sent to the employees' homes in order that they may read them at their leisure and discuss the contents with their families. In addition, each division manager in the company writes a letter to the employees of his division discussing the affairs of the division -- new equipment, production schedules, plans for ex pansion, etc., once each month. In Westinghouse Electric Corporation letters are not mailed according to any specific schedule, but are written whenever there is newsworthy informa tion to give employees or major items of policy to discuss. Subjects of let ters in the past year or so have included the company's expansion program, operations for quarterly and six-month periods, the suggestion system, and management's policy on the third round of wage increases. The Bulletin Board One of the fastest ways of getting information to employees is by posting it on the plant bulletin board. Phillips Petroleum Company has more than 550 bulletin board locations on which posters, general letters, and announcements -24 0055173 RVUL!1 0 J U ^ o i H/ are displayed. At Thompson Products, Inc. a master board controlled by the personnel manager in each plant is located in the personnel department and there is a board in each department of the plant. A number of companies use the employee handbook to remind employees that the bulletin board is a daily source of information and to urge them to make a regular daily habit of read ing company communications posted on these boards. The reminder to read the bulletin board in "Welcome to Westinghouse," employee manual of the Industrial Heating Department of Westinghouse Electric Corporation, is shown below. An occasional attitude survey checks the readership of bulletin boards. Ashland Corporation, which took a recent factory-wide poll of its employees found 79.3 percent read company bulletin boards regularly, 16.1 percent occa sionally, and 2.15 percent never. There was no answer to this question by 2.45 percent of those replying. A somewhat similar response was made by the employees of Thompson Products, Inc. Of those replying 77 percent read the bulletin board regularly, 22 percent sometimes, and 1 percent never read it. Posters Posters flash a quick message, and to be effective must be designed so that the reader can immediately grasp their meaning. The Standard Oil Company (an Ohio corporation) uses .a striking series of posters on bulletin boards in the company's various operations. One of these showing that the company has spent more than $51,000,000 in five years in its search for oil is reproduced on page 26. Other posters have touched on such subjects as the cost of equip ment, company earnings, and the company's benefit plans for employees. At ATF Incorporated, the posters used illustrated graphically the column written by the company's president, T.R. Jones, in the employee magazine. Four of the columns in 1947 were devoted to expanding one point made in the BULLETIN BOARDS Read the plant bulletin boards frequently. We w ill do our best to keep you informed on plant activities and policies through every available medium, but the bulletin boards are one of the quickest w ays to get a message to you, and it will be worth your while to keep an eye on them. Welcome to Westinghouse Westinghouse Electric Corporation -25- 0055174 o 0 > M u a o i -* '> Sohio has spent more than*51 million in 5 /e a r s searching anti drilling tor hard-to-get crude! 7XX STUDUtD OIL OOMM1R (ODO) \(2sog h izo) *< -26- tn o U 1 3 i H 'J i i f t h e Men a n d woweu o f atf b o u q lit cf, it -27- 0055176  O J <J O .J t *-1 VJ annual rep o rt to employees^ As^the^columns^appcarcd^posters .were^placed^^ S ga r A l T BoSght ATf ! it would Cost*Each $4,168.66," is shown on page 27. Interim Reports on Operations An employee can hardly be expected to feel at home with financial state- t. uf Ke is exposed to them only once a year. Nor can he be expecte cnctain an interest in such statements over a 12-month period. To reawaken interest in, and to foster understanding of, financial statements " i S S b e r f companies are supplementing their annual interim reports. These may be monthly, quarterly, half yearly, or tor wlti irartion of the year! or even cumulative reports covering a period ments. The interim reports range from simple earnings statements, which.?y may n S te accSpSnlcd by comments, to pamphlet reports fofShe S d drawings In addition, some companies use house organ inserts for the in S S l T i S S r t ' and others s M d to their employees, sith special letters, the reports prepared for stockholders. Pitney-Bo.es, Inc. uses tliequarterlylet ie? of the president to employees to tell them about earnings of the quarter. Recently the trend has been toward printing the quarterly or semi-annual ^esident o f t h ^ S n r i ' i S ^ i c i o r t a l l o m ? *f r L ? U ; C o r t C o m p L y , ho.-. i r r t i c f p u M i S S pampSle? ?eports and `hen printed its interim r e p o t s in i S o S ^ i 0r i o r i a f c o m p a n y frm'fo.n cial Data : . General Financial Data Cost of service exceeded revenue Operating revenue per car-hour Operating revenue per revenue-mile operated Average fare per revenue passenger Passengers Carried Revenue passengers . Revenue passengers per revenue-mile operated Operating Facts Car-hours operated Trips operated Revenue-miles operated: Rapid Transit Surface, two-men Surface, one-man Bus Trackless Trolley -28- 0055177 The Brooklyn Union Gas Company COMPARATIVE OPERATING RESULTS For the N ine M onths ended Septem ber BO, 1947 and 1946 In the nine months ended September 30: 1. Our customers' meters recorded gas tonsumption of ...................................................... 2. Tfohrertehewgaasscocollnecsutimbleed.f.r..o..m......o..u...r...c..u...s.t..o..m...e..r.., 3. We earned interest, rents and income WEHNICUHE OGFAV..E.....U...S......T...O...T...A....L......R...E...V.. 19 4 7 Dollars Per Cent 24.404.576 MCF 22.207,338 MCF $22,640,820.55 27,265.90 $22,668,086.45 100.0 19 4 6 Dollars Per Cent S21.179.051.80 66,633.29 $21,245,685.09 100.0 To obtain this revenue: 4. Wcoeal paunrdchaosiel)d, rsauwpplmieast,eriaadlvs,ert(isinincgludainndg 5. Our employees received ............................... 6. lAevnidedFeidnerDali.reScttatteaxaensd.....C...i.t.y.....g..o..v..e..r..n..m....e..n..t.s. 7. Waned seeqt uaipsimdeentfor....d..e..p...r.e..c..i.a...t.i.o..n......o..f.....p..l..a..n..t 8. We paid interest on Bonds and oth?r in- TOTAL COST OF OBTAINING REVENUE ........................................... EXRCEEDSUSC.CEODSTSSUROPVLEURS RBEYV..E...N...U....E.. THAINSDLESFUTRFPOLURSST...O...C...K....H...O...L...D...E...R...S.. '* Figures in italics indicate deficit. $ 7.825.938.36 34.5 9,890.354.69 43.6 3,021.371.30 13.3 1,292.285.91 5.7 1,031.187.28 4.6 $23,061,137.54 101.7 $ m , 051.09 1.7 ------------- $ 5,705.358.20 26.9 8.058,570.78 37.9 3.610.262.95 17.0 1.265,847.76 6.0 1.199.927.66 5.6 $19,839,967.35 93.4 -- $ 1,405,717.74 6.6 -29- 0055178  U -i - i :j i H Accident Data Accidents per 10,000 surface-car miles Accidents per 10,000 trackless-trolley miles Accidents per 10,000 bus-miles Accidents per 10,000 miles, R.T.L. Revenue passengers carried per accident Complaints Complaints in regard to car service Employees complained of by car riders Power Statistics Tons of coal burned Barrels of fuel oil burned . Equiv. pounds of coal per D.C. Kilowatt hour Net cost of power for car service per D.C. Kilowatt Net cost of D.C. power per total car mile Direct current monthly output (k.w. hours) hour Johns-Manville Corporation uses a two-page spread in its employee magazine for its interim report. 1947 Up To Now," its mid-year report to employees, contains an income statement showing both in millions of dollars and in cents in each dollar of sales: Income Outgo For all costs except wages and salaries To employees for wages and salaries To government for taxes To stockholders in dividends Reinvested in the Business In addition included in the report were brief letters from both the chairman . of the board and the president of the company commenting on the half year's operations, and the-following summary: Highlights of the First Six Months of 1947 Production as measured by sales was at a record peak amounting to $63* million. Due to the absence of strikes, together with greater employment and pay increases, the payroll during the first six months was $25 million against $16* million for the same period last year. The plan of organization introduced September 1946 contributed to increased efficiency in J-M's six operating divisions. Taxes amounted to $4* million. Owners of the company were paid $ 1* million in dividends. J-M's new asbestos insulations plant at Tilton, N.H., is expect ed to be in operation early this fall; expected to be in operation early in 1948 are the new Natchez, Miss., plant for manufacture of -30- 0055179  J ~j 't -i O 1 4 H O Insulating Board, and the new Toronto, Ontario, plant to produce Rock Vool. Transite Pipe plants are also being constructed at Marrero, La., and at Toronto. Additional Transite Pipe facilities at Watson, Calif., plant were nearing completion at the close of the mid-year. J-M now has about 16,300 employees. Since December 1941 Johns-Manville building materials prices rose on the average only 15.3 percent. ' Among the companies issuing interim statements as supplements to their employee magazine is the New York, New Haven and Hartford Railroad. This monthly financial report gives the following comparative data for the year to date: Freight, passenger, and other revenue Operation and maintenance expenses and net rents for equipment and joint facilities Taxes, including Federal Income Carry-back credit Net railway operating income Other income from rents, investments, etc., less miscel laneous deductions Balance available for fixed charges Fixed charges on the present capital structure Net loss Pamphlet reports may be simple folders or more expensive reports. Usual ly they contain comments in addition to the earnings statement, and sometimes they contain charts, maps, illustrations, and tabulations of various kinds. One of the few interim reports for employees to show a balance sheet is the report for the first half of 1947 of Armstrong Cork Company. This statement is notable for showing clearly the owners' investment in the business as may be seen from the reproduction on page 32. Earnings are shown with equal clar ity. In addition, earnings are compared with those of the preceding six months' period and two pages are devoted to "Highlights of Operations," inter esting bits of information selected from the official report of operations for ine same period. This included such items as - a comparison of the increase in wages paid during the period with the like period in 1946 and the increase in the average number of employees; the increasing price of linseed oil, a major raw material, a fire in one of the plants in Spain, and the completion of new plants in Canada and Illinois. The report is introduced with a letter from the president, evaluating the results of the period. The Suggestion System The suggestion system* may be used as a method of taking the mystery out of business. And it is so used by Armco Steel Corporation. In explaining to a suggester why his suggestion is or is not being accepted, the management of the company shows just exactly how that suggestion fits or doesn't fit into the company operations. When cash prices are awarded for suggestions based on the actual savings the suggestion creates for the company, there is an out standing opportunity for discussing the company and how it operates. *The Policyholders Service Bureau report, "Suggestion Systems," is available on request. -31- 0055180 0 0 J ,) 0 3 s II i ' V ..fv''' Assrrs \ bi : - . . ..W H A T W E O W N E D { : 1 Coth to M y W ilt and m ttf poy r e lit ........................ $ 5 ,*1 9 ,7 7 9 7 U. S. Gev*mm*nt SccurHin.............. 6 ,2(2,630 i C . M t M y owod ut by cwtoiwiri and othof*.... 7 ,721,429 j \ s InvonloHot of row matoriati, worfc in prtctn, ^ Uniihtd gaudi, ondofMroHng iwpptiH. . 1 0 ,715,406 I CtioO I >. Invoitmonti In fonign componiti.......... Othor Invottmonli..................... Itfwnd duo Ih Company of fodoro!Tato# pold In prior yoors..................... 5 ,319,557 192,794 1,6 7 2 ,0 4 9 Land, mochlnory, oqoipmont, factory and ottico i building, oftordoducting Mio allowonco for accumulotod woar ond h o lo dato... 3 3 ,906,603 1 loturonco, toxot, odvortiilng, and licontot and rantoli on loatod mochlnory, pold in j advanco........................ 2 ,754,599 * $ 8 4 ,3 6 4 ,8 3 5 ir * tr'*'%?'**'*-r1 i-' 9 5 - y 6 0055181 I AAA THE D IFFEREN CE................... $ 7 5 ,5 7 ,9 4 9 Thb d lffw tiK It tho vohM o f III* o w w n * Invostmont In tho b v iln m . It hot com * from m om y Hw y paid fo r Arm strong stock and tram ptefits lo ft In H i* b v iln M i ooor tho y t o r i W hat this m oney It Invetted In It shown on tho tp p o iilt p t f t im dor " W hat W o O w nod." A breakdown o f th lt stock- holdort* ow nership It ghron bolow : ^ Reserve fo r ro ta tin g Inventories that woro reduced during tho w a r .................................................................................................................. ) 3 5 0 ,0 0 0 Rotonro fo r Unem ploym ent l onofit R ia n ............................................... 7 5 0 ,0 0 0 Invothnont of 10,701 ttockholdo n In Arm strong stock............... 5 1 ,0 5 9 ,0 9 0 Rost profit (n o t distributed to stockholdorsl kopt In tho badnott loom ed surplw tl ....................................... .......................... 33,579 ,951 TOTAL $ 7 5 ,5 8 7 ,9 4 9 7 Employee Contests Contests can be valuable in stimulating employees to think about the com- tfhvyTaM k o T + " 0f X+S prblem?* Tbe General Motors Corporation's "My Job and i 1*? ** contest drew letters from 174,854 employees, more than 58 Der- cent of those who were eligible. Prizes were awarded for the best 5 145 fet- VoikeS^rink1^ 15 t priz<r"winni?g letters were published in a booklet, "The* JJi** Sp! .In summing up the results of the contest in this book, C.E let^00' presiden* * tbe company, said in the concluding article in the book- caused the 174,000 General Motors men and women who wrote 1ftw rSit?vStop a?d tblnk about what was good about their jobs. In words of the popular song, it caused these men and women to "accen tuate the positive.' As one letter writer indicated, he had never before stopped to think about the good things connected with his n i i w UL>Wen b+.dldsi?p to think he surprised himself with the number of positives there really were. I believe this is one of V+1+eS4-uf contest, to all the people who partici- pat*d 'H not just to the prize winners. All these people took time I Z J l a<*y.thelr Jbs more carefully, to realize the importance of their jobs, to add up all the plus" factors and to satisfy them selves that their accomplishments were highly worthwhile. In this sense, everybody won. Automobiles and other prizes are desirable but a sense of value, of satisfaction in work well-done is of in-' estimable worth. The contest of Standard Oil Company of Ohio on why petroleum industrv emr s b o u Id l e a r n the facts about their own b u s i n e s s drew 1 438 r e s D o n s e s - rh??drpnnfepS1?yeeS andJ*nn}|itants> 278 from wives of employees, and 70 from children of employees. The housewives captured two of the toD three nri^ee: a?d*?e*en L theu30 honorabl mentions awarded. As a means of screening the chaff from the wheat before judging, each contestant was required to answer several true-or-false statements regarding monopoly, conservation, and market ing of petroleum. Out of the entries one question was marked incorrectly by two peopie and another by nine, indicating that the contestants had started by learning some facts about the industry. A novel weekly contest designed to tell the story of the company was re cently inaugurated by General Aniline & Film Corporation. Called "Ounch " it is a quiz-at-lunch game played one day a week at the plant cafeterias. Prizes are free lunches for a week for the highest score and a single free lunch awarded by lottery. In case of ties lots are drawn. The questions all have to do with the company, its products, its peoDle and history, and are all based on information which has appeared in the com pany annual report, the employee magazine and plant papers, or in employee booklets. In order to make the game interesting as well as educational, in each game a question has been included concerning a personality, either an of ficer of the company, a director, a union official, an old timer or a well- known employee. An effort has also been made to inject a little humor Five questions are asked, including The Qunch Bowl," prepared so that there may not be too many ties. A reproduction of the first game tried at the company's Ansco Division appears on page 3 4. . ^ * j Tb<r Sames are_passed tout in the cafeteria, and after lunch the employee drops his answers in the Ounch Box and retains the perforated stub until the following week when scores are announced. More than 1,000 employees in the Ansco plant participated in the first contest and seven turned in correct papers. -33- 0055182 GENERAL an/l/ne and eduPclaaytioQnaUl.NICt'Ha ,prtohfeitaqbulies,-taoto-l.uRnceahdftahmeea.taItetmitenetnatperritnatiendingonarned ovnereseyoauidbeeolifevthei*it achoereretcatn. d put an "a" in the checkbox after the . theAfQteUr NluCncHh,BteOaXr .thKe epeeprftohreatebdotatpoomt apnadrtdrwoipthyothuer annuaamrebrearinfotor iHdiegnhteifaitcatcioorne uwnitnial nfreexet'luwnecehkeswfhoerna twheeekac.oDreraawwiinllg'boef aIontnaoiunnccaeade. odrfatwieisn.gF. Creoerrleucntchanwswilel rbsewgililvaepnpheoalrdweritohftlhuecknyexntdlmisbt eorf qinueastpiornicse. Tplhaey giasmperewliimll ibnearpylabyeecdaautselunbcehfotriemestaornteindgaytheaechgawmeeekc.oTmopdaanyy'scasifdeet,erwiaes wwearnetesdeletcotedtryforitthoiust taetst.oTpeheloccoartrieocnt aannswd etrhseanAdntsheeo naQmueesotfiotnhsemhaigyhsetartiksecoyroeur atosdbaeyinwg iullnfbaeira,nhnaorudnocredto. o easy. How ethveer,AtnhneuaalnsRweeprsorht,avTeHaEll aRpApeINarBedOWin,soCmoemCpaonmypbaonoykpleutbsl,iceatcti.onif, ytoouthheaPveubaliqcuResetliaotnioynosuD'depliakretmtoesnete, 2u3s0edP,asrekndAviten(oure,aNnyewcoYmomrke1n7t), New York. Copyright* Oeiwral AntiioeIkFilmCorporatma. Pul in "X " after Correct Statement. t (OA)F, aebmopultoy6,s56te5a*pethoapnle3(,50)0, people ( ), more than 9,000 people 3 aObuotuotfJeSacchendto*lglaoreGa feonrewraalgAe*nialinnde ataaklaer*iei*ntforoemmpaloley*eoe*f i(t* p)r,oadbuocut*t 40 cent* ( ), about 65 cent* ( ). I 1T8h4e2 A( na)c,oinD1i9v2is1io(n o).f OAF had it* beginning in 1898 ( ), in 4 dGoellnaerr*al( A)n,ililne*ea'*thnaent p2romfiitlliionn 1d9o4ll6are*ra(* m),oarebotuhtan1y3t mmiilllliioonn dollar* ( ). 8 AT--heEQ. uAn.chWBiloliwfolr--d C*htaenckd*yef*ororEndowoinn tAhlelefnollWowililnifgo:rd, ye* ( ) nAona(co,).yeB*--( C)hrni*o (Kin).g wCi--ll Breitnigreha(mhotortnlywaafsterth5e0 Cyeaapuiatawl iothf GN.ewA.YFo. rdkySetapteladnutriantg GthreanCeilvliil Wia atrh,eyeo*ld(est)dnyoe{fac)t.orDy --inTthhee tUhneitaerdmSedtafteosrc,ey*ei*n(194)3n, oy(e* (). )Bn--oA( nsc).o color era* released to N? 1494 UNCH GAME . . . J  il J ; i.i 5 6 4 4 7 The answers are published during the week following the contest and are also posted on the bulletin boards. It is in the publication of the answers that the company feels its purpose is best served. There is a responsive audience for the information after interest has been aroused by the "Ounch" questions. Employee Meetings In a survey of employee attitudes, 39 percent of the employees interviewed said they would like to have meetings called so that they could learn more about the company and its problems. This human desire for personal contact with the employer is being met by a number of companies. In the fall of each year Colonial Stores Incorporated holds a series of 12 or 15 employee meetings in key cities located in the company's territory. These meetings accommodate^ all regular full-time employees numbering about 7,000. In addition to the presentation of service buttons and 20-year service awards, the company's president takes the opportunity to discuss with the employees the results of the year's operations and any new company developments and activities. By encouraging employees' questions, meetings may provide for a two-way flow of information. The management' of Thompson Products, Inc., for example is anxious that no employee leave any meeting with a question unasked or un-' answered. Many different kinds of meetings and rallies are held in Thompson plants throughout the year to acquaint employees with information about the company. Some are dinner meetings held after working hours. Others are ral lies called during working hours on company time. When there is a general wage increase or a cut back in production, or other major development of company-wide or plant-wide importance, employees on each shift in the plant are called into the cafeteria where an officer of the company tells the story. It is the company's policy to give employees all the facts concerning any development, good or bad, which affects them and their jobs. It wants to give them the news first, before it reaches them from some other source. Smaller divisional or group meetings are called by division managers or foremen to discuss matters of interest in their particular area. A series of dinner meetings, known as the general manager's dinner meet ings, are usually scheduled during the winter months. Employees are invited in groups of 500 or 600 to come to dinner as guests of management. Tables are set for eight or ten with a member of the management group acting as host at each table. During the dinner each table host tries to stimulate discussion of current company affairs. Employees are encouraged to write any question they see fit on cards provided for that purpose. During and for a short time following the dinner, there is a program of entertainment. After this^ members of top management leave their tables and go to the platform for an Information Please" hour. Questions written by the employees are passed up to the master of ceremonies, who reads the question and then calls on the appropriate management member to give the answer. If in the opinion of the master of ceremonies his answer is unsatisfactory, he is fined and drops some paper money in a box. There is good-natured banter and give-and-take, and a great many serious questions receive comprehensive answers direct from the management representative best informed on the subject. At the conclusion of the question hour, the money in the box is awarded to the employees' table whose number is picked by someone from the audience. These meetings are valuable not only in giving employees the information they want but also in indicating to management the trend of employee thinking. -35 0055184 J .) ^ ; u -j i -j a Other types of meetings held at Thompson Products, Inc. include such social or semi-social meetings as the annual banquet of the Old Guard Associa tion. This organization is made up of employees with five or more years of service. Like the General Managers' meetings, these dinners are held on com pany property, outside of working hours. They are featured by an address of the president who reviews the year's performance and looks at the future busi ness prospects of the company. Still another type of meeting is one which fol lows the publication of the annual report to employees. By means of a large mechanical demonstrator, employees, called together in large groups, witness a visual presentation of the company's financial story. For a number of years "Manager's Information Meetings" have been held each month at the Erie Works of General Electric Company. Two representatives from each division of the company are invited to attend each meeting. General sub jects of an informative nature are discussed and answers are given to questions which are raised. Any question whatever may be asked and, unless it involves a matter for which grievance procedure exists, a full and complete answer is given.' At each meeting the manager tells about the establishment of the infor mative meetings and their purpose. At the July 1943 meeting, for example, he explained that since employees' jobs are the most important things in their lives, with the exception of family considerations, it is right that each em ployee, no matter what his job is, should know everything about the operation of the company's business, be free to ask any question about it, and have that question answered by management fully and honestly. He then added: Fortunately, we work for a company that does nothing that we are ashamed of and conducts all of its affairs in an honest, straight-forward manner. Therefore, the only problem we face is that of informing our many thousands of employees about our busi ness, and about the reasons that impel management to take certain measures that, in their judgment, should be taken. The only dif ficulty involved is, since there are so very many employees, to find a way of informing them about our practices and the reasons for them on an adequate scale. The manager then outlined the reason for the company's rate-making proce dure, employment in the community, the percent of women in men's jobs in the plant, and the expectation of some curtailment of contracts for war materials. A chart covering operations at the Erie Works was shown and explained. The meeting was then thrown open to questions. Among the questions asked were: 1. What are the prospects on the planetary gear in Build ing 5? 2. How are locomotive orders? 3. Is the new job in Building 63-T going to amount to anything? 4. When is a statement to be issued to each employee on Additional Pension Plan accumulations? 5. How about Building 18? Will we again make refrigera tors? The minutes of each meeting are published in the employee newspaper so that every employee in the plant may know what is going on. Moving Pictures and Slide Films Moving pictures are playing an increasingly important part in keeping em ployees informed about their company. In a number of companies the new employee -36- 0055185 j J J i U .j o I H "-i V is shown a movie which gives an over-all picture of the company and of an em ployee's life at the company - his work, the lunchroom, the plant hospital, the recreational facilities. During the hiring period at Hamilton Watch Com pany, employees are shown a motion picture designed to introduce them to Ham ilton and to make them feel that Hamilton is a good place in which to work. This film is also used for recruiting in local high schools. On the day the employee reports for work he sees a slide film which shows how a watch is made and pictures employee benefits provided at Hamilton. About three months after an employee has been on the job, he attends a third film which again reminds employees of the advantages of working for the company, and shows that suc cessful watch makers often went through a period of discouragement while learn ing. By means of special photographic effects it brings into relief the dif ferences between an inexperienced worker and a skilled one. While indoctrination is the most usual purpose of industrial movies, mov ing pictures or slides are also used to explain to employees the annual report, company finances, basic economics, various employee benefits, manufacturing processes, the history of the company, and the extent of its operations. Standard Oil Company (Indiana) has two company films(which it shows not only employee and dealer groups but to the public. One, "Oil and Men,' portrays the operations of the company from oil well and stockholder investment to ser vice stations and dividend checks. The other, "The Inside Story of Modern Gasoline," uses animated atoms and molecules to tell how gasoline is made. Southern California Telephone Company uses films to show employees the work done by other departments of the company. The Nunn-Bush Shoe Company has a film explaining its guaranteed wage plan. The American Telephone and Telegraph Company has a film explaining the meaning of depreciation. While moving pictures and slides have such obvious limitations as teaching aids, as inflexibility and high cost, it has been shown that they enable stu dents to retain information longer.- Dean Rulon, of the Harvard School of Edu cation, in an experiment with films in teaching general science found that in terms of immediate student achievement teaching with moving pictures is 20 per cent more effective than teaching without them, and that in terms of retention the gain of the group using films is over 38 percent greater than that of the group not using films. Plant Tours While a plant tour is frequently a part of the program for orienting new employees, -a number of companies have scheduled tours for all employees. As the result of an attitude survey, Sargent & Company found that most of the employees wanted to know more about how the company's products are made, what they are used for, and how the work they are doing has a bearing on the work of other people and other departments in the plant. One way of showing this is by a plant tour, and employee tours of the plant were arranged. The Louisiana Division, Esso Standard Oil Company, has invited wives and children over 10 years of age to join employees in tours of its Baton Rouge refinery. Invitational tours were arranged each Saturday morning for a period of six to eight months. To eliminate the possibility of overcrowding, a maxi mum of 150 people are invited for a specific date and time. Each invitation contains an addressed response card which the recipient is asked to return within three days. At the end of each tour employees and their families are served refreshments. Courses for Employees Courses for employees teaching specific skills useful in the employees' work are common; informational courses designed to give employees a knowledge -37- 0055186 JUu i u o o I H -) J of the company are less common. And yet, to judge by surveys of employee opin ion, a potential demand for such courses exists. A survey conducted in Phila delphia by Remsen J. Cole and Associates of a cross-section of wage earners in trade, clerical, transportation and communication, and manufacturing industry asked the question, "Would you attend classes, on your own time, to learn more about the business if the instruction was offered free by your employer?" Of the entire group, 78 percent said they would like to do so, 19 percent said they wouldn't care to attend such classes. Of those employed less than two years, 72 percent were interested in attending such classes; of those employed from two to five years, 81 percent were interested, and of those employed more than five years, 78 percent were interested. Women showed a greater desire to learn more about the company than any of these groups and a considerably great er desire than the men. Ninety-one percent of the women said they would like to attend classes to learn more about the business, compared to 74 percent of the men. In Pacific Gas and Electric Company the employees association presents a course, "Know Your Company." It is a lecture course consisting of approxi mately 12 talks by key men of the particular geographic division and the gen eral office. Its purpose is to acquaint employees with the functions and duties of the departments within a division, the over-all operations of the division, and its relationship to the system as a whole. Field trips to near by plants and shops are included as a part of the course. Local conditions generally are the determining factor as to the number of meetings held and the specific subjects covered. However, the following is a list of subjects usually presented: Historical Background of Geographic Division and of Company Electric Generation and Transmission Electric Distribution, Meters and Services Gas Transmission and Distribution Gas Meters and Services Rates Credit and Collections New Business Accounting Personnel Management With the announced purpose of providing "Carrier men and women with the opportunity to study and discuss the fundamentals of American business and, more specifically, the inner workings of Carrier," Carrier Corporation is con ducting an "Institute of Business." Both general and advanced courses are offered. In each, 12 lectures are given by well-known business authorities. Following each lecture the meeting breaks up into seven groups of not more than 20 people, each headed by a discussion leader, prepared to follow through with the subject matter presented by the lecturer. Each discussion group also has an adviser qualified to answer technical questions bearing on the subject of the lecture. Attendance at the Institute is restricted to hourly and non supervisory salaried employees. Meetings are held on Monday evenings at a local high school. Subjects covered in the general course given in 1947 were: Opportunity - Jobs - Freedom - a general discussion of principles of free enterprise Management's Job m Seven Men Grasped Opportunity - how to start a business and make it grow, illustrated by the history of the company -38- 0055187 Government and Business Orders Come First Making a Better Product Mutual Obligations of Labor and Management Carrier's Name in Air Conditioning Maintaining Leadership Business Overseas End Use of Products Human Beings in Business - how to make Carrier a better place to work The advanced course covered (1) postwar developments in Carrier's busi ness, (2) operations of a typical Carrier district office, (3) demonstration of a new product, (4) government and business, (5) the dealer organization, (6) a visit to an assembly line and a demonstration of self-contained air con ditioners, (7) mutual obligations of labor and management, (8) a production line visit to show how unit heaters are made, (9) new products committee, (10) company's export trade, (11) an assembly line visit to see production food freezers, and (12) an assembly line visit to a new plant for a demonstration and discussion of the manufacture, sale, and use of centrifugal machines. Education of Supervisors The natural person for an employee to turn to when he wants to know some thing about the company is the supervisor. But to do a good job in answering the employee's questions the supervisor must be thoroughly familiar with com pany policies and activities. That many supervisors feel that they are not sufficiently informed is indicated by a recent opinion poll taken at the Rouge plant, central office, and Dearborn engineering division of the Ford Motor Com pany. In this poll 59 percent of the foremen and 62 percent of the white col lar supervisors said they needed more information on company policies. To cor rect this condition the company inaugurated a management information program which includes Management News Letters; Management Information Bulletins; a foreman's manual to keep him abreast of company policies, practices and proce dures; supervisory dinner meetings, and training programs for foremen. Other companies are also giving thought to improving their methods of keeping supervisors informed. Phillips Petroleum Company sends its Bulletin to 66 Management, mentioned on page 10, to all employees in key or supervisory positions. The Detroit Edison Company sends the Supervisor News to all its supervisors so that they may be in a position to answer questions that employ ees raise. The Detroit Edison Company has recently established a basic super vision session for new supervisors and persons who are about to be appointed to a supervisory capacity for the first time. It is concentrated in a two weeks' course offering elements of good supervision and facts on company opera tion. Thompson Products, Inc. also has a course for inexperienced supervisors. It covers a period of about 3i months and placed considerable emphasis on giv ing them financial and economic instruction pertaining to the company. It stresses competitive situations and the division of company income between workers, stockholders, and the part reinvested in the business. Once a month the entire supervisory force is brought together to hear discussions on dif ferent phases of the business by company executives. Third-shift supervisors meet for breakfast on the days of these meetings; second-shift supervisors have luncheon meetings before reporting for work and first-shift supervisors have a dinner meeting. Pacific Gas and Electric Company holds monthly conferences with its 1,200 foremen and outside supervisors. In these conferences company policies, plans, ` 39" 0055188 U a 0 ;U 3 i4 1 2 and problems are thoroughly discussed in order that the supervisors may have the information and may inform the employees assigned to them. In Shell Oil Company Incorporated operations are divided into local pay roll centers. Attached to each center is a training representative who holds monthly conferences with local supervisors and staff employees in groups rang ing from 15 to 25 men. Conference outlines for these meetings are prepared centrally and mailed to the training meetings. One conference covered the Shell organization and departmental functions. Other conferences covered the oil industry, Shell's responsibilities to employees, consumers, the community and investors, Shell's future plans and prospects, and American enterprise and industry. Meetings of foremen are sometimes held to give them news concerning the company before it is made public. Each year Caterpillar Tractor Co. brings its supervisors together at a management dinner to hear a report on the achievements of the company during the preceding year and the prospects for the year ahead. In 1948 the meeting was conducted as a panel discussion with President L.B. Neumiller as moderator, and the vice-presidents and the direc tor of parts and services and the director of industrial and labor relations answering the questions put to them by Mr. Neumiller. Each member of the panel with a large placard in front of him, as may be noted in the photograph below, dealt with one or more phases of the business of the year past and the hopes and plans for the future. A full report of the meeting was published in the employee magazine so all employees might read it. The Southern Railway System brings its supervisors together so that they may understand the plans they are expected to carry out. In March 1948 several hundred officers and supervisors of the operating department met in Atlanta. In a general meeting they were informed about new cars and locomotives, im proved operating schedules, traffic prospects, health and safety, freight loss and damage, employee relations, and public relations. In the background of each speaker's story was the relation of the railroad's income dollar to what it must spend and do to get that dollar. Later in the day heads of the differ ent branches of the operating department met with their subordinates to discuss what plans were being made so that they might understand the tasks required of them. caterpillar tractor's harassment meets with supervisors -40- 0055189 Family Days Westinghouse Electric Corporation looks upon family days as an excellent opportunity to provide information on the company's importance to the communi ty, its contributions to community and employee welfare, and the historical significance of the company. An important part of the informational activity of its family days is a special edition of the Westinghouse News. The first and third pages of the four-page 1947 edition are shown on page 43. On the first page the president welcomes the guests, and the beginnings of the com pany's employee benefit plans and the scope of the company's products are described. On the second page an editorial states that the purposes of the day are (1) to give members of the employee's family a better understanding of the work he is doing, and (2) to give the employee a more comprehensive idea of how his job fits into the pattern of the plant's operations. The third page shows the cost of creating a job, how the company gots its assets, and a map of Westinghouse plants and offices. More about products and employ ee benefits appears on the fourth page. Signs and posters are prepared to give brief facts about the company's payroll, taxes, length of service of employees, and other little-publicized facts of the company's operations. Souvenir booklets and newspaper space are also utilized to tell the company's story. Hotpoint, Inc.'s family day takes a different form. Employees and their families were invited to see the premiere showing of a moving picture, "The First Family of the Appliance Field." This film shows the way Hotpoint appli ances are manufactured, advertised, and sold. There was also a staged pre sentation of the company's products. President James J. Nance outlined to em ployees and their families the company's plans for expansion. Professional entertainers, door prizes, and refreshments added to the occasion. To celebrate its 50th anniversary, International Paper Company and Cana dian International Paper Company held community-wide open house parties in all its mills from Lake Temiskaming, Que., in the north to Panama City, Fla., in the south. In most cases these lasted for several days with the final day reserved for employees and their families. The arrangements at each mill were made by local committees, and, while, as a result, details differ, a general pattern was followed. So that employ ees, their families, and the community could picture that work the company does and the great and growing variety of uses for the paper and wood pulp it makes, the company prepared an exhibit for the use of each plant. The exhibit showed a map of the company's operations and both the company's products and the goods made from these products. It was divided into three sections: Southern United States operations, Northern United States operations and Canadian operations. Under Canadian operations, for example, the many uses of the company's products were illustrated by 26 exhibits, including a manni kin dressed in rayon fabrics - the yarn of which was made from pulp made in Canadian mills. Other exhibits, made in part from paper or pulp, included satins, lingerie, baby shoes, boxing trunks, drinking cups, razors, "straw" hats, radio cabinets, cellophane, truck tires, buttons, samples of newspapers from English, Irish, Latin American, and Indian newspapers printed on news print made at the company's Canadian mills, insulation board, and plywood. A photograph of the exhibit, as shown to the New York staff of International Paper Company at an anniversary dinner, appears on the following page. The company prepared a "Guide to Exhibits" which was given to employees and visit ors to help them have a better understanding of the work the Company is doing. Supplementing this company exhibit, each plant designed a photographic exhibit emphasizing its own progress in the community during the years. In order to get old-time views of the plant, its products, employees, and the -41' 0055190 mmm I i> to i OPEN HOUSE EXHIBIT /nfernat/on*/ P a p e r C o m p a n y 0055191 i1 i-<>^JiSagtia6Mi5B^>rfwap^v-^^^i.riM^iaBiiF4jaERfTwlMHaM O o tr cn --* (O 09 i* co c L- X O. . U Ju J U 3 j ij 3 Q included photographs of all enmlovees fith ok sp^ia} local exhibits made from the material they manufactured a im?re yefrs, service, products the operation of a p a i t i ^ L ^ e S m ^cSiSry^1 manufacturine process, or speciarLdiilLns1tor25-yearneiplo?elstandInded w i t h V f a a prese?tatin of the South these parties were mostl?yba?be?Se-Dicn?cs t l T 1*<.ZaTt? ' In and field days with a full program of sDort f +in t5e picnics fet: luncheons or dinners. At each of the SnuthL.^?? an? children, or buf- sitters were provided to take ca?e of the ?l U celebrations baby with their parents. The main feature of the^^fn11,1'00 young to tour the mills was the donation by each Sill to tte r2Lii?+0pe2 USe programs in Canada UDderStandillK oi & * 2d 222 f l M TM - Radio Broadcasts loud-speakei^systems f?oS t l ^ t ^ National hookups or local r2 d L statins c ? paW ?e*s- with aboui ?laDt "Potions. G S i 'c S t S ; o S 2 T" ?S "s S n ^ l a V r T h?S bradcaa? w i - e T a ' phase oi the company's operations'as may be Railroads and Bearings Timken Labor Policy Engineering Industrial Bearings Why a Timken Steel Mill? Production and Prosperity The Why and How" of Timken Advertising Points m Timken Sales Policy B Timken Financial Policy Development and Research at Timken Featuring Quality - The Foreign Division Railway Engineering Wooster Plant Operations xa __ JJ1 f these talks were prepared and delivered largely for the infoTM j ' - noToS^ofiL-- ^ y ^ .IS were brought together into a book, "The Staie 2 f t S 2 p ^ y ? " 3 Di tbem S w f ir ^ s J S S S tS s ^ iL S i 2? E S T tS r i! ? V V a" y Of d u ^ ^ ^ ^ l a n o T lU l aps1 picture of the company in the life 5f America? many * ' the whole of whlch is a cure S d i 2 nu2e"?OTham22e22arL22i.2aV% regUlar fadl prera'"s Sometimes se- TM " aa W - / ari1E' preside ' S i p L e r eS S 2 y , a2aieheabS n^ 2 gE?aft f 47 e broadcast to the company's employees and friends.6 Be told som2thi2g of vrssmmm -44fUMV,a| 0055193 ww mm U . -J i...... A .....b ..... / ILLINOIS CENTRAL RAILROAD ADVERTISES ALONG ITS LINES IN NEWSPAPERS -45- 0055194  -J j v> H O 'i the accomplishments of the company throughout the year its effort: tr. 4. new industries to Alabama, the establishment of a ^ n s i o n retirement employees, and the outlook for the future. A transSint of thl ? for published in the employee maeazine for tho How,o*4+SC*lpt 01 t?e broadcast was missed the broadcast. 11186821116 for the benefit of any employees who had Newspaper Statements newspapers^**! ! m K j ^ r c o m p a n S " ^ n S ? v 1i e l ^ L b% reaChed tllrough the * > 7 and employee activities pnin _ ^ y releases to newspapers on company pSeyasrteedm msotnatrhtleyd eivtesrisnisntcietutiIotSai/sadrvfepretiimsoiHng in oSeepJiteemSDbeerr 1l9M2O0,^ aaindd 5it?nhiarsalap- ation to the'employfefoi tte m p ! TM 6?! w ! ? ! ^ ! i? ot- to U t ^ a , S S B ? i ,y S S S S J H ,a ^ " citles General Heywood-Wakefield runs\eeklv advertisement'in*1? B,F* Goodrich Company, and themes of some 0^ these followftiSemeDtS in l0Cal " " W 8" * The titles " " a S r r i ' ^ g S L T O Flre! - utii" s *** B iggest Taxpayer In 1835 - And Today - announces its local tax bill as the largest one in town It Pays to Look Both Ways - points to its 121-year record as an indication of future job security How to Spend $86,090 a Week? - attributes its large payroll to craftmanship of Gardner people. .P y Extra Cash for the Unexpected - describes the employee credit union_and_building and loan association We US^ o i ? h Be 3 "0ne~Horse" Business - outlines company's of GardMrp!oplee lnCn<! fr " lncreasinB TM " >er is reproduced^!] ^ e f47?ndly a M 1"f TM al tone of these advertisements, one o u t n S n g B ihe S ffsjjyy-isfisrs: Program described in Employee Magazines. Policyholders Service Bureau report, "Contents of 399 -46- 0055195 U J j ) j) J o J H a 9 B1i8g3g5e--st ATanxdpTayoedraiyn Back in 1835 Heywood-Wakefield's tax bill of $51.5# was prob ably tbe largest in Gardner. oneTihnisGyaeradrn, ears--foourr mshaanrye, omf aloncyalyceaorusn, toryurasnids csittiyll nteheedsbibgegiensgt $36,274.99. StaTtehitsaxiess.a Ilot'csajlutsatxobuirlls. haIrte hoafsonuor tchiitnyg's troundnoinwgitehxpFeendseesr--alfoorr schools, police and fire protection, roads and so on. We mention this because it shows one way in which a successful aAnndotwheerll-orbuvniobuussoinnees,socfocnoturrisbeu,teiss itno ptrhoeviwdienlfgarseteoafdyit,swheolml-peacyiitnyg. jobs for a growing num ber of people. in GTahrednCeormthpiasnyyeaarninnouanbcoevse atidt rluanx obnillNoovfe$mSb6e,Sr71b9.9,1991a7t.the largest tax bill paid HEYWOOD-WAKEFIEID COMPANY . RESPONSIBILITY . . . Modern business is built upon a basic principle . . . Respon-. sibility. Extensive organizations, scattered plants, the employment of thousands of men and women - these involve delegated authority and delegated Responsibility. Our customers buy our goods all over the world. The trademark of our company must carry with it the assurance of Responsibility. -47 0055196 R9  M J J J o i H o The Company has too much at stake in the property value of its. plants; the employees have too much at stake in their jobs, for either to shirk their Responsibility. Such Responsibility affects human beings whichever way one turns - employees, retailers, consumers, investors, management, community. Responsibility . . . that is the keynote of our business - of any business. . Success or failure, for Company or employees, is measured by the degree of adherence to this basic principle . . . Responsibility. Surveys of public opinion in various industries have shown that workers and the general public have misconceptions about industrial profits and about the relative share of the sales dollar going to workers, management and stock holders. To correct these mistaken ideas in their own community, the StamfordGreenwich (Connecticut) Manufacturers' Council planned a public relations ad vertising campaign in local newspapers. Each advertisement is written in the "Inquiring Reporter" fashion - a number of local companies answering a specific question, such as: Surveys show that the public has wrong ideas about company profits. What are the facts about your company profits? Surveys show that workers think stockholders and top manage ment get more from a business than employees get. What's the split in your company? With the cost of living up 68 percent since January 1941, have your wages generally kept pace with rising living costs? (March 19-21, 1948) With wages up 75.8 percent and living costs up 51.8 percent since January 1, 1941, how much have you increased your prices on the average? (February 26, 1947) The advertisement built around the second question is reproduced on page For each question, the Council sent each member company a questionnaire. Theoretically each of the 40 member firms would appear in every fourth or fifth advertisement; actually some members appeared more frequently because other member companies did not respond to a specific question. The advertisements were posted on the plants' bulletin boards with a com pany's own statement marked in red. Pre-prints were sent to foremen and key staff people in members' plants. To test public reaction to the advertisement the Council sent question naires to 119 leaders of thought in the community, including clergy, teachers, government officials, retailers, bankers, lawyers, labor leaders, and social and civic group leaders. Forty-two replied. Of these, 83 percent had read at least a part of one of the first three ads; 80 percent thought they served a useful purpose, and 74 percent thought the technique more effective than the editorial type advertisement. m Two days later Opinion Research Corporation made a survey to determine whether the Inquiring Reporter advertisements on profits was read, understood, and believed by middle- and lower-income workers. Two out of three workers -48- 0055197 U * li i J i H O 1 Inquiring R eporter Th* STAMFORD-GREENWICH One of urie of mete mrvey* om tho mimiend achievement, the itrohlem* end polirie of indutry her* in our omt community. FOREWORD: Reptim of roprwetotiv locol' o a s A d sre pabBskod rbaepJoIkw* ooareabarvoai--latiboloeL,ooonnoqooasanLformTsbJeroCtaobmoal baaislist.wnCwopaioesoaaftiaoOoaeofoarapaanay d"rlooqpaiiroinat tRheepsofrftwere"shqoowoasboboealowfr.oo tibe public. Simply write, pboos or A II A f t l 1! A M I U w w H w lla Surveys show that w orkers think stockholders an d top m anagem ent get ^ m ore from a business than em ployees get. W hat's the split in your com pany O Adas Powder Company Electric SpocioHy Compony (Eloctric Motors and Generators) cfoormmpaonfywaisgesfoarndsersvailcaerises.in Tthhee (industrial Finished and Coated Fabric) dNoelalarlrys tweneremilpliaoidn last year by Atlas Finorweaagcehs $an1d00saplaaird ies during the past sretoccekivheoldaeprpsroaxnidmtaotpelyma2n7ag/eemenast their share of the payroll dollar. It PfoorwwdeargesCaonmdpasnaly* ariei. Of t h i s tgwonoe yteoarss.toc$k5hohldasy ^ TKL ers and officers and ipsrevaapiplianrgenbt,elitehferiesfoare,mitshcaotnctehpe tion of the true facts. The actual apmaiodunast. c3o.2m%penwsaasa. h. a tion to officers and A $95 towfoarckteorrsy. aWnde a. a. i i f n n v welcome the op fmiguucrhesthreeveoatlhethratwtahye r--atioapisprvoexriy mately 2V* to I in favor of our dmiraeinctdoerrs. o9f6.t8h%e .cowmapsanpyai.dTfhoer raell other wages and salaries. Or. in pinoratunnswityer ttoo stuhbismmitoosturimppoosrittaionnt question. The policy of this com eummpeloaynedes.proSdhuocutilodnoiunrcrteaalsees, vtohle proportion would become even Oditvhiedrenwdsordrse,ceifvoerd eabcyh sdtooclklahroldin mpaanxyimuismtowapgaey poesmspiblloeyeceosnstihste hViigcheerP.re--sidHenetr.man M. Freydberg, eprlso.ye$esI.1.O00n wthaes braesciesivoefdthbey toemtal sales of Atlas Powder Company, epnrotduwctiitvhityc,onadnitdioncsomopfetimtioanrkeitn, general. This is best illustrated sfitcoecrkshoanldderdsirerecctoerivsedrece2i.v8e%d, 1%of, bpyaidthien foaucrt pthlaantttihtenaovteornalgye iwn athgee . a--nd Ea,ll Hem. pBlouyceye,s rGeecenievreadl 3M0a%n.- hthigeheSsttambfroacrdk-eGt roeefnwwaicghesapreaaidfoinr cwoerlrlespaobnodvieng thpeositaivonersa,gebutpaiids (Fostogs PMftrettoeyrs.BoMwoeilsin, gIncM. achines) Tho Excatsior Hardware Co. tfhacrotuurginhgoutindthuestryel,ecbtroicthal imn anthue State of Connecticut and nation Ohouldrer5s,1a0n0d ssteovcekn officers together re (luggage Locks and Hardware) wide. -- R. A. Hoffmaster, Con- ceived 10c fo r Ttohpe thmoaungahgtemthenatt ? 9 ^ a n d stockholders eovuerry $2,I20p0aidemto ployees d u r i n g 5j*v"'*lf goeft etihtehelrargtheer sshaaleres collar or the invest MLCM lyaesatr yenedaerd M(fiasrccahl 31. 1947.) That was a 10 to ^ tmheant tdidsoalplpareairss ounne i1t asnpolitthienr wfaavyo:raotfoteaml opfloy$e7e0s2'/..20P0u0t actua.alu baun*sinesseexrpe^rieencel.igIhnt ouorf case, actual figures show that out (FRriobbyodnbsoerngdRrRoibsb.-oSntroNuosv,etItniscs.) An analysis of the swtoacskphaoilddeorsutfoinr odiuvriduesnedsoftothoeuirr money in running the business, i osaflaervieesry adnodllardipvaiiddenodust, inapwpargoexsi, mately 18c goes to top manage wdiastgrieb.uatinodn osfaloaruyr >dRp % company covering afincdersinfocrotmhpeiernssaetrivoincesto. oAutr tohfe same time, all our other employees mbaelannt caendofs8to2cckhgooledserfsor--waagneds.thIne computing salaries for top manage tfVyj?hsJSktjLt* cpoemriopdlestefoar uwdhiitcsh |v have been made rweacegievse,dsaalartioetsalanodf o$t6h,e7r81c.o0m00penin sation, including $318,963 in mtheenrta.nwkeoifnfcoluredme aenv.er--yboEd.yLa. bMoivxe* President Ln4o.rnito**t pinrdoixciamteateltyhat72'a^pcout of every $1 paid out by this p"rwoafgite-asnhda-r'isnaglarypaydmiveidnetsndsc."all--ed Harold Camp, Treasurer. ' rnpriM . / M anufacturers' C ouncil STMFORD-GREENWICH 417 MsJa Sired, Dept. E, Stamford, Cood-, M r(/XKf>6 HIKi Fut! p ro d u ctio n ...F u ff E m ploym ent..*4 Better Community ` m Sum)"* Aimmtu m U Cr^nmUk T im . .) Jt*r I , -49- Dml, lu m .) J^y 9; ~ A St.mf.ri Skiff ./ July 17. 0055198 U J ,. ii 'J 'a I -4 o ^ recalled having seen this particular advertisement, two out of five read some of it, and a large proportion absorbed the message. Out of 41 readers, 31 thought the answer of the companies "honest and convincing," and 74 percent said the ad was "worth reading." Only 16 percent were critical. The polling organization said^analysis of workers' comments showed the "Inquiring Reporter" advertisement is "an unusually provocative device for disseminating the views of manufacturers within ai community." PROGRAMS OF INDIVIDUAL COMPANIES Lest the isolated practices described in this report be mistaken for the whole employee information program of an individual company, the programs of several companies are outlined. The importance attributed to employee infor mation by Westinghouse Electric Corporation is indicated by the fact that it has established a special headquarters activity devoted exclusively to this subject. This work is headed by a director of employee .information. As a part of the new program a weekly newspaper was substituted for a monthly maga zine. The practice of mailing fairly frequent letters to employees from offi cers of the company was adopted. Other phases of the employee information pro gram are family days at the company's plants, bulletin board posters, booklets, an annual report to employees, and group meetings. Pitney-Bowes, Inc. considers its strongest single channel of information the face-to-face meetings of top executives with line workers, the most im portant being the "annual jobholders meetings," which are employee counterparts of the annual stockholders meetings. It also makes strong use of the quarterly letter of the president to employees, bulletin board notices, the employee magazine, and other channels close to workers. It takes an active part in the community advertising program of the Stamford-Greenwich Manufacturers' Council, described in the preceding section, and in addition buys space in local news papers to take its annual financial report to the community. Michigan Bell Telephone Company uses a large number of motion pictures and slide films in its indoctrination and training procedures. It has found these visual aids of great help in informing employees about their company. In 1947 it engaged in a project, designed to bring home to employees the finan cial aspects of their company. Known as the "Know Your Company" course, it was implemented through group discussions with employees. By use of various props, the employees themselves participated in the building of a mythical telephone company, and, as they did so, they gained a knowledge of what is involved in the financing and operating of a telephone company. Proceeding from the mythical company to the Michigan Bell Telephone Company was not a difficult transmission, and the company feels- they have learned more abouttheir company than would have been possible in any other way. The course, which also included the showing of a slide film, required about a half day. At the conclusion of the meeting a booklet, "Figures that Figure in the Future," presenting the facts about the earnings of the company, is given each employee. The employee magazine, The Michigan Bell, is mailed each month to the homes of all employees and also to those who have retired from the company. Information bulletins are issued to employees from time to time as events oc cur on which the company feels they should be informed immediately. These are usually brief and may be amplified later in the pages of the magazine. A book let, "You, Your Job and Your Company," is given to each employee shortly after he begins to work. It spells out the various policies and practices of the company in terms of the interest of the individual employee. * The company feels that, next to good telephone service, its biggest pub lic relations asset is a well-informed employee body. It tries to make each employee feel that he is a public relations representative, and, in so doing, -50- 0055199 J > : > ! > J ^ O J the company believes it is at the same time doing something in the direction of improving employee morale and the feeling on the part of emplovees that they belong. * 3 Pullman-Standard Car Manufacturing Company utilizes the house organ as its basic means of communication with employees, but also supplements this with other deyxces. The company-wide house organ is The Carbuilder. It is published monthly in magazine format as an internal publication averaging 30 to 36 Daces ILiS mal4 ed to of all company employees. The main feature story of* the magazine each month is usually some phase of railroading, pointing up the end use the company s products, or a comprehensive story about production in one of the company s seven plants. In addition it promotes company activi ties such as inter-plant safety contests, regularly features employees in a section Folks xn the News, reprints articles and columns on economics, and interprets the company's year-end statement in graph or chart form. ,,11i 1?Uufie^ly.addition t - I M Carbuilder is a Suggestion Supplement, which is published in four-page, full newspaper-size format. It features photographs f suggestion winners, with their ideas in action, and lists by name and sug gestion, each employee winning an award for the period. On the plant level, the company maintains another internal house organ The Carworker, published as a six-page letter press tabloid at the Car Workk plant in Chicago. It is passed out every second Friday as employees leave the plant and features stories and pictures about new streamline equipment, depart mental stories, and departmental news items. The Car Works plant is a passenger equipment division, thus the organ concentrates on this subject. The publica tion is found to be a potent means of reaching the employee home and the com munity, although it is intended as primarily internal. A weekly letter of facts about the company, its production, and competi tive problems is also sent to the home of each Pullman-Standard supervisor. Known as the Management Newsletter, it is designed "to keep members of the management unit currently informed and suggests, to the supervisor that "items in these letters may be freely passed along to men and women in your charge." Occasionally, when something of immediate importance arises, or requires more impact than that supplied by a regular publication, plant managers or top executives of the company send out a special, signed letter to the homes of all employees under their jurisdiction. A part of the company's public relations program is to include all media in plant communities on lists to receive news items about the company. The employee information program of Public Service Company of Oklahoma on small group meetings of employees. It was started in 1939-40 by R.K. Lane, president of the company, as a project in which every employee would participate. Meetings by departments or in groups of about 20 employees were held an hour each week on company time for a period of more than two y?ars. These meetings covered every factor of company business including such financial aspects as funded debt, stocks, earnings, taxes, payrolls, and local expenditures and went into the economics of the industry. Later, other materi al was prepared on political and controversial subjects, and meetings for dis cussion of these were held for several months more. The next step in the program was to train certain employees for customer contact work. This worked so well that it was decided to include the general employee. Under this plan a group of about 20 employees were gathered from over the system, brought to headquarters and held for three weeks of conferenCeS4.u demonstrations. This was repeated for other groups at about three month intervals. Keeping a group of employees for three weeks at a time from -51- 0055200 >J -J O J J o j A 4 their jobs was inconvenient for some local managers, so each group now comes to headquarters for a week in each of three successive months. The out-of-town employees have all transportation expenses paid, are boarded at a local hotel and given some entertainment. About a year ago there seemed to be a need for a refresher program in the Tulsa area for employees who had previously participated in the over-all studies and conferences previously conducted and for new employees engaged in work that brought them in contact with the public. Accordingly these employees were organized into groups of about 15, meeting once a week for an hour on com pany time. Four or five of these groups were in operation at the same time on different days of the week. It took about four months to finish the program for any group. Then a new group was organized. A special manual was prepared for this program. Very recently Mr. Lane developed the idea of a contest to reach everyone in the organization with the exception of those in certain responsible posi tions. A manual was prepared, dealing with the economic and political aspects of the electrical industry with particular reference to the company. This manual was sent to every employee together with a list of 20 questions. The answers to all the questions are in the manual. Prizes were offered for the best answers to the questions. Competition is between classes of employees so each contestant can feel he is competing with other people of similar prepara tion. The entire program of employee information at Public Service Company of Oklahoma is under the supervision of the director of employee information. As will be noted, the scope of the programs for keeping employees informed about their company differ, and individual companies stress different means to accomplish this end. Probably all companies, however, believe in the impor tance of the problem, and probably all of them feel that the last word on the subject still remains to be said. Most of them are looking for better ways of conducting their own programs and are searching for and evaluating new methods for bringing their story of their employees. Speaking at the Conference on Public Relations, November 30-- December 1, 1942, sponsored by the National Association of Manufacturers, James V. Irwin, then assistant to the president of Monsanto Chemical Company, suggested the following program for keeping employees informed about the affairs of their company: ' Information . . . deals in the whole picture -- the dark meat as well as the white. Its function is merely to lay in front of the workman all the facts in clear, understandable fashion -- and don't overlook that "clear" and "understandable". Then it respects the intelligence of the American employee enough to leave him alone and let him draw his own conclusions. . . . Let's give him a balanced diet . . . with the sort of employee reports that provide him with the information he needs to arrive at sound conclusions on his own: Facts about the products his company makes -- their varieties, uses, and qualities. About the new products being developed -- which means future employment and greater opportunity for,,him. Facts about the public attitude toward the products he makes, the services they render, the wants they fulfill. Let's give him a picture of our manufacturing operations. Where the raw materials come from -- how their purchase helps other -52- 0055201 U * ) \i H J 3 workmen in scores of States. Let him know the cost of tools - the facts of plant depreciation -- the things that will make him a bet ter, more careful workman. Let's take him into that other world -- the world of sales. So he knows why we have branch offices, salesmen, advertising. Let him sweat a bit with us about competing products, the job of develop ing new markets. Let's give him the financial picture so it doesn't sound like the Einstein theory. Let him see the tax picture, the investment per worker, a breakdown of the sales dollar, the reason for stock holders. Let's, by all means, let him know of his place in the company operation. Of employment stability, the rise in average wages over a long-term period, the opportunities for advancement, the relation ship between employment and sales, employment and profits, employ ment and the future. Let him know what the company does in terms of service to the community and the Nation. Make him acquainted with the officers many of whom were in his shoes, at his bench or tool, not too long ago. Let him see the place of the foreman in the picture. In brief, in the employee report, give the guy the facts. And, so long as Americanism continues to mean what it always has meant, he'll draw his conclusions -- and draw them right. -53- 0055202 U j J . J U .;> :.5 i 4 o INDEX OF COMPANIES MENTIONED Alabama Power Company....................... American Enka Corporation.................. American Telephone and Telegraph Company . . American Writing Paper Corporation ........ Armco Steel Corporation..................... Armstrong Cork Company .............. . . Ashland Corporation......................... ATF Incorporated ........................... The Bell Telephone Company of Canada . . . . Bigelow-Sanford Carpet Co., Inc............ Botany Mills, Inc........................... The Brooklyn Union Gas Company . . . . . . . Canadian Pacific Railway Company .......... Canadian International Paper Company . . . . The Carborundum Company.................... Carrier Corporation......................... Caterpillar Tractor Co ..................... The Celotex Corporation..................... Chrysler Corporation ....................... The Cleveland Graphite Bronze Company. . . . Remsen J. Cole and Associates.............. Colonial Stores Incorporated . . . . . . . . Corn Products Refining Company ............ Crouse-Hinds Company The Detroit Edison Company ................ The Dow Chemical Company . . . . . . . . . . E.I. du Pont de Nemours & Company. . . . . . Esso Standard Oil Company, Louisiana Division Ford Motor Company . . . . . . . .......... -54- Page . . . 44-46 . . . . 13 . . . . 37 . . . . 19 . 12,13,31 24,28,31,32 . . . . 25 . 25,27,28 . . . 22,23 . . . . 19 . . . . 13 . . . 28,29 . . . . 11 . . . . 41 ...................... 6 . . . 38,39 . . . 5,40 . . . . 13 ........ 9 . . . 13,14 . . . . 38 . . . . 35 . . . 6,7 . . 22,23 . . 17,39 . . 11,12 12,13,44 . . . 37 . . . 39 055203  j j * J w ;3 j A Q y Page General Aniline & Film Corporation....................................... 33,34 General Electric Company................................. 11,13,15,16,20,36,46 General Mills, Inc. ......................................... 20 General Motors Corporation............................................... 13,33 The B.F. Goodrich Company ........................................... 46,47-43 Hamilton Watch Company...................................................... 37 Harvard School of E d u cation.............. 37 The Heil C o ...........................................................18,19,20 Heywood-Wakefield Company ..................................... . . . . 46,47 Hotpoint, I n c ...................... .....................................41 Humble Oil & Refining Co.................................................... 11 Illinois Central System .................... 18,19,45,46 Indiana Bell Telephone Company........................................... 18,20 Inland Steel Company.............................. 22,23 International Harvester Company ....................................... 22,23 International Paper Company ............................................... 41 Johns-Ma nv ille Corporation............................................... 30-31 i Kalamazoo Vegetable Parchment C o ............................................ 24 ! Edward Ratzinger Company.....................................................20 Kroehler Mfg. Co..........................................................11,19 The McNally Pittsburg Mfg. C o r p ............................................ 21 Meredith Publishing C o m p a n y ........................ 22 i Metropolitan Transit Authority.............................................. 28 Michigan Bell Telephone Company .................... 50 Missouri Pacific Railroad ................................................. 11 Monsanto Chemical Company ............................................. 10,52 Moore Business Forms, Incorporated....................................... 18,19 National Association of Manufacturers...................... ............ 52 The New York, New Haven and Hartford Railway Company.................. 11,12,31 New York Telephone Company................................... 9 -5 5 0055204 H-, m ini} j.>'guarnwr J ^ ....->....3 ....1....H .... ....U New Orleans Public Service Inc.............. Nunn-Bush Shoe Company....................... Oklahoma Natural Gas Company................ Opinion Research Corporation................ Pacific Gas and Electric Company............ The Paraffine Companies, Inc................ Phillips Petroleum Company.................. Pitney-Bowes, Inc ........................... Public Service Company of Oklahoma.......... Pullman-Standard Car Manufacturing Company. . The Quaker Oats Company ..................... Sargent & Company ........................... Shell Oil Company Incorporated.............. Socony-Vacuum Oil Company, Incorporated . . . Southern California Telephone Company . . . . Southern Railway System ..................... Stamford-Greenwich Manufacturers' Council . . Standard Oil Company (Indiana).............. The Standard.Oil Company (An Ohio Corporation) Sylvania Electric Products, Inc ............ Thompson Products, Inc. . . . . . .......... The Timken Roller Bearing C o m p a n y .......... Walgreen Company. . . . .................... Westinghouse Electric Corporation .......... Wisconsin Public Service Corporation........ Page ............ 22,23 ..................37 ................ 16 ................. 48 .......... 21,38,39 ............ 21,24 . 10,13,20-21,24,39 .............. 28,50 ............ 51-52 ..................51 .......... 12,13,20 . . .x............37 ................. 40 ................. 19 .............. * . 37 ................. 40 .......... 48,49,50 ................. 37 .......... 25,26,33 ................ 11 . . . 24,25,35-36,39 ................. 44 ............ 22,23 11,12,24,25,41,43,50 ............ 14,15 -56- 0055205