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EXHIBIT A.-Group leaders and section operators-Continued

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EXHIBIT A.-Group leaders and section operators-Continued

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Dr. WALTERS. We did not recognize in that negotiation, we have been negotiating that contract for 6 months, that our group leaders and section operators and we did not recognize foremen as being eligible in that union. They asked to be recognized and we did not recognize them for the simple reason that, as we said "You have the right under the Constitution to a free choice." We said, "We give you the right to choose between management and the union, but once you have made your choice, then we expect you to stick to that choice until you change your mind." In our American Federation of Labor local of the United Automobile Workers of America in Chicago we said to one of the officers of the union, "We would like to have you become a foreman. We ask you to give up your right of union membership." He did that. And after he was a foreman for a number of months he came to the boss and said, "I feel better in the union." We said, "All right, we would like for you to relinquish your membership as a foreman." "He did, and he is now president of that particular local union. In other words, we did not deprive a man of his free choice of selection of the right to be a member of management or the right to be a member of a union. We do not believe that this bill would in any way limit his choice to those two channels. In other words, he has the right to choose. And we think if we want him in management and he wants to come into management, he should have that

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that right too. It should be designated when management and labor do not agree upon what the status of an individual is.

If there is such an agreement between the management and union, then we think it is time for a strong Government to come in and say, "This is the dividing line." We believe that very strongly because that is in no way a reflection on management or the union or the Government. We believe in strong management. I think you gentlemen will expect it of us to have a strong management. I will be willing to define what I mean by strong management. We also believe in strong unions. We think we should have strong collective bargaining and we guarantee that right. However, with reference to the unions, we expect a certain responsibility and I shall be glad to go in the responsibility questions which we ask on the War Labor Board panels which I am fortunate enough to be a member of. We ask a union certain definite responsibility questions and we believe in strong responsible unions. And also we believe in strong governments. I mean if the unions and management cannot get along, I mean that if there is some difference of opinion as there is in the case of this particular bill, we feel very strongly that we should have a sufficiently strong Government that would draw the distinction that this bill does. The CHAIRMAN. Particularly in wartime

Dr. WALTERS. That is right, particularly in wartime. And I would say that that would go both ways. In management and labor, if they get too close together, then the Government should keep them apart. It should keep them apart a little bit until we combine against the Government, which may happen some day, then the Government should be strong enough to keep them apart. If we fight too much, as we disagree upon this bill, I think the Government should be stronger than either one or the other of the two to say, "This is the decision the Government has made with reference to the organization of foremen."

Mr. ARENDS. You want the Government to be an umpire?

Dr. WALTERS. That is right and in no unquestionable words. We think here is a bill on which there should not be any jurisdictional dispute about within the Government. I happened to hear the testimony yesterday. There was considerable discussion about jurisdiction. I do not think we should have very many jurisdictionalal disputes within the Military Affairs Committee, or rather within the Government. The unions have been criticized consistently about jurisdictional disputes. We look to the Government to prevent any jurisdictional disputes. We look to ourselves to prevent our own jurisdictional disputes.

And don't think that management does not have-if you are in a company, you know there are a lot of discussions as to who is going to do this and who is going to do that. We tried to get rid of that now. We believe that this committee, it has jurisdiction here apparently, and we believe that the disputes about that should be stopped and we should have the Government, which we believe is strong, and should be, to say just what management should do and labor should do. And we believe that the passage of this bill will stop the conflict of opinion between management and labor and by that we hope to know just where we stand.

In other words, strong management is one of the definitions of the job of management. We have gone to some lengths to define what

management is. I have here a description of what a foreman's job is,

a job description of what we expect of a foreman.

The CHAIRMAN. Put that in the record, please, sir.

Dr. WALTERS. Yes, sir.

(The information is as follows:)

REVERE COPPER AND BRASS INCORPORATED

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In order to qualify as part of management or for one of the above titles, an employee must have all of the following functions and responsibilities:

1. The power to select, transfer, discharge, or recommend such action.

2. The power to arbitrate grievances from workers. The responsibility of educating workers in all matters which affect their earnings or working conditions.

3. The power to make recommendations for advancement.

4. Responsibility for leading and disciplining his workers; for rigid, impartial, and impersonal enforcement of company rules and policies; for encouragement and appreciation where merited.

5. Responsibility for the proper use of the equipment in his mill or department.

6. Authority to grant leave of absence to his workers.

7. Responsibility for the expenditure and control of the operating budget.

8. Responsibility for damage to product, equipment, auxiliary attachments, or tools.

9. Responsibility for carrying out the plans, procedures, and processes determined by the various functional management groups.

The definitions, responsibilities, and functions of supervisory staff positions are as follows:

SUPERINTENDENT

One in full charge of all operations and all shifts, in one or more mills, or departments, responsible directly to an assistant works manager, or where there is none, directly to the works manager. Coordination of the functions

of the various foremen in the mill or mills is his responsibility.

ASSISTANT SUPERINTENDENT

One who directly assists the superintendent in all of the above duties.

GENERAL FOREMEN

One in charge of one or more departments of a mill, all shifts, or one in charge of several mills on one shift.

Functions and responsibilities.--1. All manufacturing activities under his supervision.

2. Adherence to specifications furnished by the methods department.

3. Adherence to schedules provided by the production department.

4. Control of labor in accordance with company policy, with the power to select and discharge employees.

5. Proper use and care of equipment in cooperation with plant engineering department.

6. Proper manufacturing practices.

7. Selection, training, and maintainence of adequate and cooperative and efficient operating supervisional staff.

8. Dissemination of technical and practical knowledge and experience for the benefit of the staff and the workers.

9. Arbiter of disputes, questions, or differences arising out of the manufacturing operations or practices, which cannot be settled by foremen.

10. Impersonal and impartial interpretation and enforcement of company rules, regulations, and policies.

11. Adherence to, cooperation with, and enforcement of the plans, routines, and procedures of other management staff functional organizations.

12. Liaison officer, linking the operation of the various dissimilar processes or groups within his units into a harmonious whole-instilling teamwork into his staff.

13. The elimination of waste time, motion, materials, and facilities in cooperation with the industrial engineering department, and through an earnest attempt to meet and better the standards of performance set by the supervision bonus plan.

14. The greatest possible use of all facilities and faculties in the control of the quality of our product.

15. Good housekeeping.

16. Good safety practice.

ASSISTANT GENERAL FOREMAN

One who directly assists the general foreman in all of the above duties.

FOREMAN AND ASSISTANT FOREMAN

Foreman.-One in charge of a department or mill for a shift and responsible directly to a general foreman or superintendent.

Assistant foreman.-One who assists the foreman in the discharge of his duties in all or part of a mill or department, and is responsible to a foreman for the same factors constituting a foreman's responsibility. It is possible for an assistant foreman in one department to hold a position of greater importance than a foreman in another, depending upon the size of the departmet.

Functions and responsibilities.-1. For carrying out the plans, procedures, and processes determined by the various functional management groups in the manner and order in which they are prescribed.

2. Dissemination of practical operating knowledge to his staff.

3. Leader and disciplinarian of his workers; rigid, impartial, and impersonal enforcement of company rules and policies; encouragement and appreciation where merited.

4. Arbiter of minor grievances from workers: Education of workers in all matters which affect their earnings or working conditions.

5. Responsibility for proper use of the equipment in his department.

6. Good housekeeping.

7. Good safety practice.

8. Study, analyze, and classify workers so that known facts may be formed rather than opinion.

9. Make recommendations for advancement.

10. Make recommendations for selection, transfer, or dismissal of employees. 11. Make the best use of the workers under his control.

12. The elimination of waste time, motion, materials, and facilities in cooperation with the industrial engineering department and through an earnest attempt to meet and better the standards of performance set by the supervision bonus plan.

13. The exercise of calm, impersonal consideration in all contacts with labor, with the full realization that a foreman represents management to his workers. Such representation, kept on a high plane, must serve the best interests of the company and the workers.

GROUP LEADER OR SECTION OPERATOR

A special employee, responsible to a foreman or assisant foreman for a group of similar or closely related operations. One leading a group of nonproductive workers or a group of manually controlled operations will be referred to as a group leader, while one leading machine controlled operations will be classified as

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