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. 57 - 6.76 There was a prevailing attitude in European unions that external technical assistance provided to the enterprise would aid the employer and not the worker. Past changes in plant production modes had been infrequent and labor uncertainty in Europe continued long after the productivity assistance programs began. In contrast, U.S. labor unions had experienced many adjustments to manufacturing changes as American industry had moved widely into mass production. American unions had developed large specialized staffs in their national headquarters to cope with bargaining and adjustment to such production changes. Through this labor-oriented form of technical assistance the experience of American trade unions was made available to unions abroad to help deal with the many aspects of adjustment to production changes. 6.77 Information supplied by the comprehensive Marshall Plan network of technical assistance programs, when applicable, was made available to labor as well as to the industry and the factory. Labor Productivity Teams were organized in many countries to visit U.S. trade unions, and study their national services and training programs. Labor members were included in all Productivity Sector Teams and participated both in the general plant visits and in the reports written and published. 6.78 American union experts were sent to requesting European unions to advise on labor- management relations, union affairs, safety practices, housing and other subjects.⁵¹ Training programs were initiated for labor and included vocational and on-the-job training. Some of the programs were conducted by American union staffs. In addition special training programs were set up by Productivity Centers for labor and audio-visual orientation and instructional programs were frequently undertaken for workers. batic 51/ See ECA Annual Reports, Status of Technical Assistance Projects, Washington, D.C. TRUMANL MARA LIBRARY

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    "ocrText": ". 57 -\n6.76\nThere was a prevailing attitude in European unions that external technical assistance provided\nto the enterprise would aid the employer and not the worker. Past changes in plant production modes had\nbeen infrequent and labor uncertainty in Europe continued long after the productivity assistance programs\nbegan. In contrast, U.S. labor unions had experienced many adjustments to manufacturing changes as\nAmerican industry had moved widely into mass production. American unions had developed large specialized\nstaffs in their national headquarters to cope with bargaining and adjustment to such production changes.\nThrough this labor-oriented form of technical assistance the experience of American trade unions was made\navailable to unions abroad to help deal with the many aspects of adjustment to production changes.\n6.77\nInformation supplied by the comprehensive Marshall Plan network of technical assistance\nprograms, when applicable, was made available to labor as well as to the industry and the factory. Labor\nProductivity Teams were organized in many countries to visit U.S. trade unions, and study their national\nservices and training programs. Labor members were included in all Productivity Sector Teams and\nparticipated both in the general plant visits and in the reports written and published.\n6.78\nAmerican union experts were sent to requesting European unions to advise on labor-\nmanagement relations, union affairs, safety practices, housing and other subjects.⁵¹ Training programs were\ninitiated for labor and included vocational and on-the-job training. Some of the programs were conducted by\nAmerican union staffs. In addition special training programs were set up by Productivity Centers for labor\nand audio-visual orientation and instructional programs were frequently undertaken for workers.\nbatic\n51/\nSee ECA Annual Reports, Status of Technical Assistance Projects, Washington, D.C.\nTRUMANL\nMARA\nLIBRARY"
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