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Presents information on various plans for railroad management in the U.S. Perception of employers that it is impossible to combine good management and high production with recognition of trade unions; Suggestions for the adoption of management methods that benefit both employers and labor; Discussion of views of William H. Johnston, president of the International Association of Machinists, regarding the need of progressive employer; Views of Daniel Willard, president of Baltimore and Ohio Railroad Co., regarding collective labor agreement to check strikes; Discussion of various cases of several railroad companies; Discussion of the concept of shop work methods and its significance in past developments; Reduction of the percentage of freight locomotives unserviceable; Analysis of the success of the plan of cooperation for service; Urge of labor unions to the management to go ahead with the creation of a maintenance reserve which may be used for repair work during a seasonal or other slack period and so stabilize production and employment.

The article focuses on the strike of the labor union Brotherhood of Railway and Airline Clerks (BRAC) which affected the railroad systems in 42 states in the U.S. It states that the walkout of 235,000 BRAC union members is caused by its dispute against Norfolk and Western Railway Co. It says that the dispute has started in 1976 when the union requested for two changes on its contracts. It states that U.S. President Jimmy Carter set an emergency provision under the Railway Labor Act which calls for a mandatory mediation on the dispute that requires the clerks to return to work within a 60-day cooling-off period. However, BRAC chief Fred Kroll ignored the order of Carter unless they received a court-backed guarantee that there will be no reprisals against the union members.

The article reports on the dispute between the Transport Workers Union of America (TWU) and the Pennsylvania Railroad over job security issues. The dispute springs from the determination of the railroad management beset with financial difficulties to trim high labor by changes in workforce while unions hit by job losses insist on preserving jobs. It stresses that TWU's demands will not only be costly for the railroad to accept but prevents the management to make its own operating decisions.

The article reports that four unions and railroads involved in the one-day strike will attempt to settle their contract disagreement after the holidays in 1970. The December 10, 1970 walkout participated by the Brotherhood of Railway & Airline Clerks and the United Transportation Union ended before midnight but nothing was settled and new problems emerged. The article mentions that the U.S. Congress may need to legislate the terms of a settlement as the attitudes of those involved hardened.

The article reports that the bus group Southwestern Greyhound has reached a wage agreement with the American Federation of Labor's Amalgamated Association of Street Electric Railway and Motor Coach Employees in December 1945. According to the article, the settlement ended the nine-state strike by 1,200 bus employees and gave a break to eight Greyhound firms facing union problems. The dispute between Greyhound and the union is reportedly made more difficult by the refusal of Greyhound to undergo a fact finding procedure.

The article reports on the call of railway unions for an increase in wages and cost of living allowances in the U.S. Barry Bosworth, chief of Council on Wage and Price Stability repeated that inflation will not decrease unless wage increases in major union settlements decline to 7% from 10% in recent contracts. However, four of the railway unions, covering 340,000 of the nation's 496,000 railway workers, signed a memorandum of understanding for a three-year, 35% increase in wages and cost of living allowances.

The article focuses on the changes in the federal labor disputes boards, such as the appointment of new arbitrators and fact-finders for non-operating railroad union dispute by the U.S. President Dwight Eisenhower. It states that the emergency board appointed to deal with the dispute between the railroads and 17 non-operating unions include Charles Loring, Adolph E. Wenke and Martin P. Catherwood. It says that the administration has skipped some of the New Deal and Fair Deal regulars.

The article reports on the dissatisfaction of C. L. Dennis, president of the Brotherhood of Railway and Airline Clerks, on the recommendation of a three-year, 36% wage settlement for a contract dispute by a presidential emergency board in November 1970. It states that the union, together with other labor groups, wanted a hard bargaining deal for the dispute to get the benefits that they deserved. According to Dennis, a strike might occur unless the deal's deadline on December 10 will not be met.

This section offers news briefs concerning the U.S. business sector. Computer firm IBM launched a computer prototype called Model 195. The National Mediation Board withdrew its efforts to resolve a contract dispute between four labor unions and railroad companies. Textile producer Burlington Industries, Inc. decided to enter the retail industry by launching the division Burlington Drapery Shops.

The article highlights a dispute between the U.S. Railroad labor Board and the Pennsylvania Railroad, headed by President Samuel Rea.

The article discusses the prospects of labor peace in the railroad industry following the settlement of a dispute between the major U.S. railroads and six shop-craft unions in September 1964.

Reports that United States President Bill Clinton has established a Presidential Emergency Board to mediate bitter contract negotiations between Amtrak and the Brotherhood of Maintenance of Way Employees.

Reports that the Presidential Emergency Board has sided with the Brotherhood of Maintenance of Way Employees in its labor dispute with Amtrak.