Jordan used a more personal business model in his mill than the Gant family
Everett Jordan could keep his mill staffed at relatively low wages because he provided cheaper housing and lots of interpersonal contact with workers. His business model was more like the way Roger Gant's grandfather ran his mill, but the Gant mill had grown too complex to operate based on close working relationships.
Citing this Excerpt
Oral History Interview with Roger Gant, July 17, 1987. Interview C-0127. Southern Oral History Program Collection (#4007) in the Southern Oral History Program Collection, Southern Historical Collection, Wilson Library, University of North Carolina at Chapel Hill.
Full Text of the Excerpt
- BEN BULLA:
-
On wage scales, Roger, you were aware of how his mills wage scales
compared to comparable mills?
- ROGER GANT:
-
We compared them with ours here at Glen Raven a couple of times and
generally speaking the wage levels were a little bit lower than ours,
but we never did make a comparison of the total picture. Sellers
furnished a whole lot more mill houses to its workers than we did and if
you throw into the formula that an employee was renting a house for so
many dollars a month, that offset, at least to some degree, the
difference there may have been in the wage levels,
or the fact that he had a pension plan many years before we did offset
to some degree the direct wage level. We never did, I don't think, make
a comparison on wages plus all benefits. And then of course the
commuting and living costs for most of his employees was lower when they
lived right at the mill than ours were where we had become much more
urbanized and our employees were commuting from 10 or 15 miles or 30
miles away and our wages had to reflect those costs also. But I think he
was able to attract better employees at a lower wage than we could. That
may have been his personality too. People liked him and liked to work
for him. If they had problems why he helped them solve them. He had a
much closer personal relationship with the employees than we have had in
many years. Back when my grandfather, or even my father and his brother
were running the company the relationship with the employees was very
close. My father would walk through the mill, and like Everett, he knew
everybody by their first name and knew their children and knew what
church they went to and knew what illnesses they suffered from, had a
much closer personal relationship than we have now. Principally now
because there are so many more employees it's just hard to know
them.
- BEN BULLA:
-
How many employees do you have now?
- ROGER GANT:
-
We have about 3,000 in 10 or 15 plants from Georgia to the Virginia line
and it's just hard to get to know them. I guess the real reason though
is the style of management. I tend to manage from my office by paper
more than by getting out in the mill and talking to the employees.
- BEN BULLA:
-
Everett Jordan managed as a one-man type operation; many companies
operate with committees or many key people who have much
responsibility; didn't you find that to be true
with Everett Jordan?
- ROGER GANT:
-
Yes I think so. Everett, as I said earlier, created that mill from
when it was shut down in 1927 until his death, it
was his handiwork. He had hired all the key people; he had lived in the
village with most of the employees and their families; went to church
with them, and his relationship with that business was
very; almost perfect illustration of the
entrepreneurship at its best. He ran the business. Of course after he
went to the Senate he turned a good deal of the management over to Ben
Jordan and Joe
Neel;but he ran the business. He was a one man
show; all the decisions came up to him to make
until he turned it over to Ben. He didn't always agree with Ben after
that. And that's quite different from our
organization; that's the way my grandfather and
his two sons ran this business but it's become quite different in recent
years because we just can't run it that way anymore. But Everett had
this tremendous capacity for details and he could run the business that
way, and if you can do it that's the most efficient way to run. You get
very quick decision making and you get very quick reaction to your
customers and you eliminate several layers of overhead so you enjoy the
economies of not having all that staff. But principally it's the
reaction time, you just cut down that time it takes to make decisions
tremendously.
- BEN BULLA:
-
An operation as large as yours could not do that could they?
- ROGER GANT:
-
I don't think that operations as complex as ours could do it. There may
be a few people that could run this company that way but I certainly
don't have the capacity to do it that way. I don't think anybody at
management level in this company has the capacity to run it that way.
I'm sure there are geniuses that could do it. Everett Jordan would never
have created this company. He wouldn't have allowed the business to get
as complex as ours. Rather than going off in a dozen directions as we
have done he would have gotten bigger and bigger in the yarn spinning
business.
Or maybe the combed yarn business; something very
close akin to what he had, and he may have been able to run a company of
our size as a one man show, but it wouldn't be as complex a business as
we have.