Page Two
THE MICHIGAN DAILY
SGC rescinds ROTC motion Cobb offer protested
(Continued from Page 1) A PRETRIAL hearing has
Against the motion was Randy been set for Schaper April 3.
Schafer who argued that if it Lessem added that Jacobs
weren't for the ROTC program, still has the option to appeal
many potential students would the ruling, but to do so he
be unable to attend college. must explain to the court why
he did not appear to answer
IN A BRIEF 15 minute ap- the charges.
pearance, Sandberg announced Other options open to Jacobs
that at noon yesterday SGC are payments s p r e a d over l
had been awarded a default time, complete refusal to pay
judgment against Jacobs. A the amount or a lump sum offer
default judgment is awarded which would not necessarily
when a party in a legal pro- match the full amount owed but
ceeding fails to respond to the would be considered final pay-
charges filed against him or ment.
her.
According to Assistant Legal The statute of limitations ac-
Counsel Louis Lessem, SGC can cording to Lessem for collecting
collect the total amount named the money owed is about 10
in the suit brought jointly years.
against Jacobs and David Sc-
haper, a former SGC treasurer. COHEN, WHO is President of
Jacobs is currently enrolled in the Senate Advisory Committee
Columbia University's law . r
school and could not be reached Unversity Affairs, .rgued
for comment last night. Schaper that that reason he did not sup-
is living in Ann Arbor. port the CSSG report was that
L L1 C1L1L L1L1L C1L1L1L1L1L L11L L10
-M For all UNIVERSITY of MICHIGAN Students -r
0 G ~ Faculty and immediate family
1,obU 1311411L1 E
$ O- Montego Bay r
El March 2 - 9, 1975
7 Nights ( During Spring Break) J
" Round trip jet via Air Jamaica Party Jet
- Gourmet meal service in flight P
" In-Flight Fashion Show
Cl " Rum bamboozles in flight r
! 7 nights hotel
" Jamaican Cocktails
SeAND MORE IE
rl Phone: PETE SAVOIE 764-8738 E3
El L'000L00 lLL00 11
(Continued from Page 1)
he believes students and faculty, lection process.
while members of the same lcinpoes
community, should not have RHODES DID little to thaw
equal representation in aca- the information freeze the Ad-
demic affairs.- ministraion has imposed since
The Daily learned 14 days ago
"Faculty is anxious to hear that the Regents unanimously
from students but are not an- selected the black woman edu-
xious to hear from them when cator as LSA dean. According
it involves firings and tenure. to the Commission for Women
They (the faculty) are cognizant Chairwoman E u n i c e Burns,
of the role students play in par- "There was not a lot learned"
ticipation but not hospitable to at the meeting.
student voting," he said. Although she said Rhodes had
In other action, council voted promised an evening press re-
lease for the morning's papers,
to allocate $1,210 to send a bus Director for Information Serv-
to Boston for a teach-in on ices Joel Berger said no press
racism. release was expected until this
- - --- -*morning.
COBB TURNED down theS
University's offer earlier this
AbeS1s week, s e v e r a l well - placed
TASEIsources said Wednesday.
Asserting that he is "not a
picket type by nature" Direc-
tor of Affirmative Action George
Goodman marched grimly out-
side the Administration Build-
ing yesterday, explaining, "This
Can an * * is a personal affront to every
responsible minority p e r s o n.
it's not like they (the Adminis-
tration)were d e alin g with
Mickey Mouse or Donald Duck."
yuu d Goodman is also mayor of Yp-
an eter? s ilanti.
He deplored the University's
missed chance with Cobb to
"move forward in affirmative
You're pretty darn good at CARRYING placards that de-
yourjob.But today, we alhave manded "a quality contract for
to consider how we can do a qualified person," yesterday's
our work a little better. That's demonstrators said they de-
how each of us.can help plored the University's "clear
keep our jobs here in America. violation of affirmative action"
For now and for the future. followed by its refusal to con-
firm or deny reports that Cobb
had rejected the Administra-
America. It only works lion's first and second offers.
a e s oEducation Prof. and Faculty
as well as we do. i Associate Betty Morrison, who
met with Rhodes yesterday,
complained, "It's so illogical-
--- * TMNat-r w ComwA e d ,ft-. j how can we understand it?"
Goodman came down partic-
ularly hard on the Administra-
tion's tight silence as "a slap
in the face to the whole sys-
tem." He protested, "There
hasn't even been a status re-
port. I feel embarrassed."
GOODMAN demanded that
the Administration either "re-
fute or confirm" reports in The
Daily concerning the deanship
controversy.
W h i le Morrison expressed
confidence in Rhodes' sincerity
at yesterday's meeting, other
sources claimed Rhodes had
made an "outright attempt to
mislead those present."
According to Morrison, Rhodes
said the two year, no tenure
appointment was not unusual.
However, she added, "When
questioned about the combina-
tion of the two being offered,
Rhodes did not respond."
ONE SOURCE scoffed at
Rhodes' statement, on the no-
tenure offer, declaring, "It's
not unusual, it's unheard of."
High administration, and for-
mer deans have confirmed that
LSA deans have always re-
ceived tenured appointments.
Adye Bel Evans of the In-
stitute for Social Research la-
beled the University's offer, "A
horrifying indication of where
the University stands on affir-
mative action."
"I hope it will be brought to
the attention of the Health, Edu-
cation and Welfare Depart-
ment," she added.
JAMES KILKENNY from the
Black Faculty and Staff Asso-
ciation slammed the two-year,
no-tenure offer as an "insult to
the black community."
"It was insensitive on the
part of the Administration not
to think it would have a definite
explosive trend," he added.
Kilkenny contended that the
Administration "had no commit-
ment to affirmative action."
GEORGE GOODMAN, Director of the Opportunity Program and Mayor of Ypsilanti, and
Ozzie Edwards, Director of the Center for Afro-American and African Studies, march in sup-
port of Jewel Cobb in front of the Administration Building yesterday.
Burns knocks Ford tax plan
1
A short course
n the
nickel candy bar.
Andwhere it went.
Beginning in the February, 1975 Reader's Digest: a new series
--that amounts to a mini-course in today's economics.-
"Thanks a lot!" you may say. "But I'd just as soon study Siberian
rug-weaving as wade through economics." Why economics? Be-
cause no subject affects our daily lives more-and is understood
less.
One thing for sure, this is not going to be one of those put-you-to-
sleep economics courses. No boring theories or confusing
charts; no jargon-filled textbooks. Well be telling the story of
our economic system in clear, human terms, illustrating it with
actual case histories and experiences gathered firsthand by the
Digest.
If you're concerned (and who isn't) with what's happening to
prices and to the economy-and why-better start boning up
on these informative "lessons" appearing every month in The
Digest. They're sponsored by the Business Roundtable-
an organization of 150 outstanding executives of leading U.S.
companies.
We call this series "Our Economic
System: You Make It Work."
You'll call it fascinating.t
.Z:r /S
0
C')
ADT f.RTIS! WI .''T
sApart ofa nation of
producers as wellas con-
sumers, each ofus hasa
lot to say about theprice of
things wezvantanne
i
I)
;3
3
EMATEVER
WAPENED
TO THE
NICKEL
CANDY
B3AR?
R EMEMBER 2955? Kids
were wild about Davy
Crockett hats. Some
people were. worried
that we might go to
war over a couple of Asian islands
called Quemoy and Matsu. The lat-
est musical fad was something called
"rock 'n' roll." A Chevrolet sedan
cost $2000. A nickel candy bar felt
pretty hefty in your hand.
Funny, but whenever you start
playing the nostalgia game, you al-
ways get around to fond recollec-
tions of how far a dime or quarter or
dollar "went" in the good old days.
Funny, too, but none of us ever seems
to really ask why the dollar doesn't
go as far today. Whatever happened
to that nickel candy bar? Why, in-
deed, do prices go up?
Ioo often we answer with a re-
signed sigh: "Everything's going up
these days." But that isn't always so.
The prices of some things have gone
down: TV sets, for instance, and
ball-point pens (remember when we
paid $1.50 for a "cheap" one?), toast-
ers and quite a few other small appli-
ances. How do these manage to run
against the inflationary trend?
To answer, let's first consider two
basic ways to lower the price of a
product (barring the use of low-cost
foreign labor to manufacture it out-
side this country). One way is to
cheapen the product, lower its qual-
ity. But this is a fatal device in a tree
market-consumers catch on quick-
ly. The other way is to maintain the
quality but cut the cost of manufac-
ture. If the product is soup cans, for
instance, it means producing more
and better soup cans for the time
2
3
ADVERTISEMENT
ADVERTISEMENT
md labor spent. That's what's called
improved productivity.
Now wait a minute. Don't head
for the exits. We're not talking about
men turning screws faster or run-
ning around with ladders and oil-
cans like characters in an old-time
movie. We're simply considering
how all of us here in America affect
the prices of things we buy through
the way we work. Just ponder, for
example, what happens when a mix
of technology, planning and worker
motivation spells high productivity.
Major manufacturers of hand-held
power tools in Germany, Japan and
England have not been able to pene-
trate the American market because
high-quality American-made hand
tools are competitively low in price.
One of the major forces behind this
situation is the Black & Decker
Manufacturing Co., of Towson, Md.
For the past 16 years, sales of its
products have grown an astonishing
17 percent a year, and during that
time the prices of many of these
products have dropped steadily.
The company secret? Better pro-
ductivity. In part, this comes from
the wise investment of funds in new
machines and advanced research.
But beyond that, Black & Decker's
insulation inside hand tools. But this
would have added ten percent to
manufacturing costs. Solution: Re-
design of the tools, streamlining
assembly and standardizing many
small parts so the same ones could
be used in different tools. Prices of
the safer tools remained the same.
While such improved productivity
has paid off in increased sales and
profits, it has also paid off for em-
ployes. The company payroll in
1958 was $14.5 million for 3800 em-
ployes. Last year's payroll was
$165.2 million for 20,700 employes.
And look at the payoff for the con-
sumer: In 1958, Black & Decker's
basic electric drill for do-it-yoir-
selfers cost $18.95. Now it costs
$1o.99. A standard jigsaw that sold
for $44.50 in 1958 now costs $11.99.
And remember, these price changes
occurred during a 16-year period
which saw the U. S. Consumer Price
Index rise 75.2 percent.
But the productivity payoff can
also mean a lot more than new jobs
and higher pay. Sometimes it spells
survival. Consider the 1ooo em-
ployes of the Ideal Corporation, a
maker of precision automotive parts,
in Brooklyn, N. Y. Saddled with an
old plant and rising costs, Ideal re-
and related operating costs looked
certain to leave the company in an
extremely difficult competitive po-
sition. But Ideal had a loyal and
skilled work force. It elected to re-
main in Brooklyn. Says John Wen-
zel, president of the company: "We
decided to gamble on our ability to
engineer processes that would reduce
our costs." In other words, the pro-
ductivity of Ideal's managers, engi-
neers and workers kept their 1000
jobs in Brooklyn. And the company
is thriving in its new plant.
Despite these by-no-means-iso-
lated examples, there is disturbing
evidence that America is slipping
into a productivity crisis. While our
productivity has historically grown
at a healthy rate of about 3 percent
annually, in recent years the growth
rate has been falling; last year we
had no productivity gain at all.
Too many American businesses have
been failing because they could not
achieve the higher productivity that
would enable them to afford the
higher wages and shorter hours de-
manded of them. Others have hiked
prices to pay the higher wages, with
a resultant loss of business to for-
eign competition. Nine out of every
ten baseball mitts sold in this land
tivity-all of us putting more in and
getting more out of our jobs-is of
such crucial importance.
Fortunately, we don't have to run
around tearing our hair out to solve
the problem. Nor do we even have to
learn productivity from books or lec-
tures. Indeed, that would be a sad
estimation of the people of a nation
whose history has been in a sense a
history of productivity. For produc-
tivity is many things. It is the ability
of a businessman to attract dollars
to build new plants and create new
jobs. It derives from intensive re-
search that gives us advanced tech-
nology. And productivity is also an
impulse.
It's the impulse that helps a house-
wife organize her day to cook tur-
key, bake a pie, set the table, get
dressed and greet friends and rela-
tives at the door at one o'clock. It's
the impulse that makes diagonal
paths across vacant lots.
Think about it. How well did
you type that last report, repair that
washing machine, tune up that en-
gine, finish that blueprint? You
have, we have, in our hands, in our-
selves, the means to produce not just
cars and books and songs and bread,
but an entire way of life and eco-
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