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Rudolph F. Bannow, national vice president and director of the National Association of Manufacturers is interviewed by Dr. EW Ziebarth, news analyst with WCCO, Minneapolis, Minnesota. At the beginning of the program, Mr. Bannow points out that his own background is that of a mechanic, and much of his approach to labor-management relationships stems from his first-hand knowledge of labor’s problems. He recounts how his company, Bridgeport Machines, Inc., had humble beginnings and has grown to a multi-million dollar enterprise. He stresses, however, that 83% of the members of the National Association of Manufacturers are persons representing small businesses. Mr. Bannow says that work must involve compensations other than money. Some work is interesting, some almost totally frustrating. He states that many of the very monotonous jobs today can be made bearable by the thought in many cases, that monotony is the price we pay for our high standard of living. Mr. Bannow expresses strong feelings about the fact that management and labor do not communicate effectively with one another, and that they must learn how to communicate more effectively if our system is to prosper. He cites efforts in his own company to keep labor well informed concerning the point of view of management. He freely admits that the fault very often falls on the side of management, but that the NAM continually conducts seminars on employee relations in an effort to improve the situation. Foreign competition is a great concern of the NAM. The watch industry has almost completely gone abroad within the past several years. He cites the cost of a milling machine in the United States which was priced to $22,000. The same machine can be purchased from England for $15,000. This is caused not only by the fact that European wages are lower, but there are certain psychological factors which contribute to the difference. Mr. Bannow says the tax system forces the people who are capable of producing new jobs to bear the heaviest tax burden. He looks upon this as a kind of punishment for success. The NAM has a tax program which calls for gradual adjustment of taxes downward for all brackets. Inflation greatly disturbs Mr. Bannow. He states that on a 1940 base, we now have a forty-eight cent dollar, and he wonders at what point chaos will set in. In conclusion, he repeats that communication between labor and management is the most important item to be improved
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