Word: keeps
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Dates: during 1950-1959
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Near week's end the committee adopted the only practical defense against the tormentor: it would go on with its work. Members voted 17-13 to keep in the bill most of the provisions Zagri opposed, even revised the hot-cargo section to make sure that it would control Teamsters without forcing legitimate strikers to go through picket lines. Scheduled for final committee vote this week-and near enough to the Senate version to have a good chance of becoming law-the labor reform bill was a stronger piece of legislation than it would have been without Zagri...
...Chairman Paul Butler and the old-line liberals to force the congressional Democrats into a free-spending collision with Ike. Such a collision course, the liberals in Congress agree, would be foolish and unrealistic. Says one Senate liberal: "The Democratic National Committee is like a government in exile. They keep operating the same way even though they are out of power, but meantime the country changes...
Blough was well aware that he had to fight a two-front war. He not only had to fend off McDonald but, like any man who has put together a grand alliance, also had to keep the other steel companies united behind him. Both Blough and McDonald knew that if one company broke from line and made a private settlement, all the others would have to follow. McDonald has scurried about in search of an opening in management's ranks, tried time and again to sit down with the heads of individual steel companies. But Blough, skilled in negotiating...
...they're invading our inland markets. Everyone in the industry feels that foreign steel is a growing menace." Roger Blough has strong ideas about how that menace can be stopped. Says he: "A fundamental law of business is 'compete or die.' The only practical way to keep foreign-made products from overcrowding our markets at home is to compete in quality, price and service; and the only practical way to reach foreign markets successfully is to keep our costs-which means, primarily, our wage costs-competitive...
Blough guided Big Steel through a major reorganization to keep it up with the times. He transformed the corporation from a sprawling holding company with dozens of subsidiary corporations into an integrated corporate unit, spun off businesses, e.g., shipping, that did not fit into the company's basic pattern. To get Big Steel on a lean, efficient basis, he vigorously pushed a standard-cost system for evaluating every job in the company. He increased the company's incentive system until it now covers 75% of all employees. (Blough, whose salary is $265,000 a year, also picked...