Word: firming
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Dates: during 1950-1959
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Amid the storm last week, he found one consolation. It was a letter from a large U.S. firm that is helping dredge the Suez Canal. The company had already heard of the colonel's crusade and wanted to know all the details, because it was interested in starting a campaign of its own among the wives of its employees...
Change of Climate. Management's firm policy was publicly expressed by R. Conrad Cooper, executive vice president of U.S. Steel Corp. and the industry's chief negotiator. But the man who devised it -and directed industry's strategy from the background - is Roger Miles Blough, 55, chairman of U.S. Steel Corp. Big Steel's Roger Blough (rhymes with now) is perhaps the foremost advocate of a new look in U.S. labor-management relations. He feels that the U.S. is no longer a "laboristic society," that U.S. business, after sweltering for years in a climate that considered...
...with grey, Blough had not only devised the industry's new policy but would have the most say in whatever settlement the steel industry would make. He is no rough-and-tumble, up-from-the-mill steelman but a lawyer who got into steel via a Wall Street firm, thoroughly learned the business by hard-slogging homework...
Under Ben Fairless, Big Steel underwent its biggest expansion-and a growing friendliness with the unions. After Roger Blough went to U.S. Steel in 1942 from the Manhattan law firm of White & Case, he became experienced in labor negotiations. But he was a different sort of man from Fairless, and his attitude toward the union gradually stiffened in the face of its growing demands. He was hardly more than a year in the chairman's chair when the union in 1956 won its biggest wage victory. Blough has never forgotten that defeat. Says he blandly: "We would like...
...that the steelmakers, like many other U.S. manufacturers, are not aggressive enough in selling. U.S. steel companies offer few credit plans, insist on payment in dollars, are often uninterested in working out deals with soft currencies. "When a Brazilian writes a letter to a German and an American steel firm," admits a U.S. steelman, "he gets back a letter from the American firm-and a salesman from the German firm." Says a Belgian steelman: "For countries like us, exporting is a matter of living, but the U.S. incentive for export is much smaller, because of its big internal market. They...