Word: zellerbach
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Dates: during 1940-1949
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...James Zellerbach, 57, a slight, balding Pacific Coast paper & pulp man (Crown Zellerbach), had bustled into Italy nine months ago, an'EGA chief brimming with vim, vigor and the proverbial vitality of American business. Left-wing Italian newsmen heckled and flustered him. Government ministers, explaining land redistribution, stared when he cut them short with "I'm not interested in politics. I want facts. It's strictly a business proposition." Washington heard that Zellerbach had antagonized just about everyone he met, that he was ripping into left, center and right for not seeing things the way Americans...
...last week, after months of persevering work, eight suit-rumpling, eye-opening trips into the dusty hinterland, a steadily growing acquaintance with the Italian temper and background, Zellerbach felt that it was all a lot bigger job than anyone had realized at the start. The business proposition was also a proposition in national and human subtleties. With larger perspective but undiminished determination, Zellerbach said: "It's more of a challenge than ever." Italian ministers were more mellow, too. They were thinking less in political and regional and more in overall economic terms. They were leaning on Zellerbach for counsel...
...West Coast's biggest pulp and paper maker is also its strongest corporate guardian of labor peace. In 14 years, Crown Zellerbach Corp., which employs 11,000 in 13 paper mills, has not lost a single day's production because of strikes, and has helped to supply the same pattern for the entire Coast paper industry. Last week, in the first of a series of 15 studies of The Causes of Industrial Peace under Collective Bargaining, the National Planning Association told how Crown Zellerbach does...
...first task was to provide workers with security. When times were bad, Crown Zellerbach and the other paper mills developed work-sharing plans that kept employment stable throughout West Coast paper mills; now, with work plentiful, it has cooperated with the workers in setting up health and retirement insurance plans. No coddler of employees, Crown Zellerbach thinks workers should shoulder more responsibility. For example, the average Crown Zellerbach employee works with equipment worth $25,000 (in 1940), and is asked to suggest ways to make it more efficient. At its largest mill the company gets up to 100 suggestions...
...chiefly responsible for the company's notable record is Alexander R. Heron, Crown Zellerbach's thin, scholarly vice president and industrial relations chief, consulting professor of industrial relations at Stanford University. In a recent book, Why Men Work (Stanford University Press; $2.75), the latest choice of the Executive Book Club, Heron explained the program's philosophy. Said Heron: U.S. workers no longer work primarily for food and shelter. "The most potent reason why we work at physical jobs ... is a spiritual force ... the urge in man to realize and express himself as a person." Management, said Heron...