Recently, I don't think there's any doubt that a lot of American management has bent over too fartoward taking care of itself first, and worrying about everybody else later. The Japanese are right on thispoint: you can't create a team spirit when the situation is so onesided, when management gets so muchand workers get so little of the pie. Some of these salaries I see out there are completely out of line, andeverybody knows it. It's obvious that most companies would be much better served by basing managers' 排列三12247 The End CHARLIE CATE: I came home and went over to Oklahoma City, where we rented an old building for about ninety cents asquare foot, or maybe even seventy-five cents. We remodeled it and, to manage it, put together a pickupcrew of mavericks who were sort of underappreciated at Wal-Mart. We had two or three buyers. Wewhipped up a program and a design, and put the whole thing in motion. We opened our first club in1983. It had that same feel of chaos and excitement as the early days at Wal-Mart. And we went out ofour way from the very beginning to separate the Sam's Club culture from the Wal-Mart culture. One ofthe guys I picked was Rob Voss. He was not really looked on as a top management talent at Wal-Martbecause he was always swimming against the current more than he was going with it. He was a little bit ofan agitator. These goods move in and out of the warehouse on some 8 miles of laser-guided conveyor belts, whichmeans that the lasers read the bar codes on the cases and then direct them to whatever truck is filling theorder placed by one of the stores it's servicing that night. On a heavy day, those belts might handle up to200,000 cases of goods. When the thing is running full speed, it's just a blur of boxes and crates flyingdown those belts, red lasers flashing everywhere, directing this box to that truck, or that box to this truck. Because that's how Wal-Mart became Wal-Mart: ordinary people joined together to accomplishextraordinary things. At first, we amazed ourselves. And before too long, we amazed everybody else,especially folks who thoughtAmericawas just too complicated and sophisticated a place for this sort ofthing to work anymore. "As soon as Sam moved the store from Newport to Bentonville, he had a nice big sale, and we putbarrels full of stuff all around the floor. Those elderly ladies would come in and bend way down over intothose barrels. I'll never forget this. Sam takes a look, frowns, and says: 'One thing we gotta do, Charlie. We still weren't sure we could take the company public. Meanwhile, money was getting tight, and someof our creditors were pressuring us. I flew to Dallas and tried to borrow some more from Republic Bank,whose officers were getting nervous about what they'd already loaned us. They made it clear we had allof their money we were likely to see, and that ended our relationship. By then, Jimmy Jones had movedto a bank in New Orleans, First Commerce, so I flew down there from Dallas to see if he could help us.